AXXX Annual Report 2015

B XXX As of 30 September 2015, the Help for Heroes fellowship group the Band

1XXX 1of Brothers had 3,843 members, and the Band of Sisters had 2,254 members

Annual Report 2015

Annual Report 2015

2 XXX 2 In the past year the Sports Recovery Team

Annual Report 2015

3XXX

Contents

ContentsChairman’s Report 4

Chief Executive’s Report 6

Income 10

How Your Money Helps 11

Key Events of 2014/2015 12

Together, Rebuilding Lives 14

More Than Bricks and Mortar 15

Medical 16

H4H Psychological Support 18

H4H Sports Recovery 20

H4H Career Recovery 22

H4H Fellowships 24

Fundraisers’ News for 2014/2015 26

Working With Our Partners 28

H4H Trading 30

H4H Key Facts and Figures 32

Trustees’ Report (including Strategic Report) 34

Independent Auditors’ Report 52

Consolidated Statement 53 of Financial Activities

Charity Statement 54 of Financial Activities

Consolidated and Charity Balance Sheets 55

Consolidated and Charity 56 Cashflow Statements

Notes to the 57 Financial Statements

Legal and Administrative Details 74

Help for Heroes 14 Parker’s Close, Downton Business Centre, Salisbury, Wiltshire SP5 3RB 01725 513212

www.helpforheroes.org.uk We are extremely grateful to Roger Keller, the Press Association, Shropshire Star and Mark Dawson for allowing us to use their images.

3

Front cover: Together, rebuilding lives

Annual Report 2015

put on 350 events across 50 different sports

Annual Report 2015

4 Shersing Gurung, a 96-year-old Veteran Rifleman, was just one of the people

Chairman’s Report

Dear Supporter,

I became Chairman of Help for Heroes (H4H) in December 2015 when Stephen Oxley stepped down due to the pressure of work at his legal practice. I have been Deputy Chairman of the Charity for the last two years, and a Trustee since 2008. I would like to thank Stephen for all he has done for H4H in the last eight years. He has been a valued counsellor and friend to all and we have been lucky to have had so much of his time, good sense and support while the Charity has grown to its current size.

All charities need to consider from time to time their relevance and the role they can play in an ever changing world. H4H is no exception. It is important to ensure that we can fulfil our objectives as a charity effectively and efficiently. To this end, we frequently review our strategy and objectives and consider whether they need to be changed or adapted to meet the needs of our wounded, injured and sick (WIS) beneficiaries. Over my time as a Trustee, I have been impressed by H4H’s ability to adapt quickly to such changing circumstances, enhancing services where there is proven need and taking different approaches where necessary to resolve evolving challenges.

H4H remains a young and dynamic organisation staffed by dedicated employees and volunteers who want to ‘go the extra mile’ to help ‘the blokes’. A good example of the speed with which H4H can respond is the way we processed, within a few days, a request for a grant of £100,000 from the Gurkha Welfare Trust after the catastrophic earthquakes in Nepal. The effect of these earthquakes on the Gurkha community was devastating. Part of the grant we gave was used to give urgent and practical help to a 96-year-old Rifleman, Shersing Gurung, who had sadly lost his home.

As Bryn points out in his report on page 6, this year we have seen an unprecedented increase in the number of beneficiaries seeking help from H4H. Huge numbers of WIS have visited our four Recovery Centres and have benefitted from a wide range of activities and services – from our Hidden Wounds and Sports Recovery programmes to the 187 training courses provided by the H4H Career Recovery service. We have seen an increasingly diverse mix of beneficiaries seeking support, evidenced by the fact the youngest beneficiary who has received a direct support grant is 18, whilst the oldest is 97.

It is right that the third sector is scrutinised as to how it is governed and raises its money. It is the job of our board of Trustees to ensure that every pound of our donors’ hard-earned money is properly spent in support of our beneficiaries. We are not in the business of cold calling potential donors or buying or selling data contact lists. We wish to be transparent and accountable in every aspect of our organisation. As part of our efficiency drive and in order to improve oversight we will, in 2016, be merging our H4H Recovery Charity (which operates the Recovery Centres) with H4H and the boards of Trustees will be combined. I am confident we have the skill, experience and dedication among our Trustees to ensure that H4H is well governed and can meet future challenges with confidence.

Thank you for your continuing support and commitment to H4H. It is a great privilege to champion the needs of our Servicemen and women – 36,000 of whom have been medically discharged since 1991 alone. It is clear from research data that thousands more will discover – perhaps many years after leaving the military – they are suffering from a medical condition resulting from their Service days.

We will be here to help. This is our commitment.

Alex Scott-Barrett

Chairman, Help for Heroes

Chairman’s Report

Annual Report 2015

5supported by a H4H grant following the devastating Nepal Earthquake in 2015

Chairman’s Report

Annual Report 2015

6 It costs 19.6p to generate £1 of

In 2014, after seven years of extraordinary growth, we set out to secure, stabilise and strengthen Help for Heroes (H4H) and in doing so ensured we are fit to provide the best possible support to our beneficiaries. We took action to confirm that our funding was on a secure basis, to review and revise our delivery and strategic partnerships and to strengthen our ability to react to the changing needs of the brave men and women we support.

Our four Recovery Centres, run in partnership with the Naval Service, the Army and The Royal British Legion, are being fully utilised by both the serving wounded, injured and sick (WIS) and in increasing numbers by WIS Veterans and their families. Nearly 4,000 individuals made use of our Recovery facilities this year. Some were resident for courses and others used the centres on a day-to-day basis, living at home in the area but coming in for courses and activities. Hundreds more accessed our help through our Support Hubs, Grants Service and Hidden Wounds psychological wellbeing service. Thousands of individuals took part in H4H Sports Recovery activities, delivered at our Centres, throughout the UK and around the world.

We have a wide range of beneficiaries. The battle casualty numbers from the recent conflicts have reduced as we expected, but we see more of those whose lives have been affected by previous conflicts and who still suffer as a consequence. Additionally, we see growing numbers of those affected or injured during training as our shrinking Armed Forces are asked to do more with less. We are certainly not standing idle.

To date, we have issued 8,866 grants directly to individuals, up from a total of 7,746 in 2014. Our total grants to date to other organisations have now topped £31m with those funds helping our beneficiaries through their expertise. For example, our grant of £0.5m to the Prince’s Trust has enabled 70 per cent of those we refer and support, to gain employment (as at September 2015). Our funding to Winston’s Wish has helped support 34 bereaved families in the last six months. We work alongside over 60 charitable organisations to deliver the best possible support. We don’t have to deliver every Recovery activity if there is an expert strategic partner to do that on our behalf. We are helping to rebuild lives together.

As our capability has grown we are able to support a wider cohort of beneficiaries. The public image of our ‘typical customer’ may well be a soldier who has been injured in Afghanistan, but the reality can be very different.

On a typical day at a Recovery Centre one might meet a group of serving soldiers on their first Core Recovery Event. They are just beginning their long journey and will be learning about the opportunities that lie before them from their military instructors.

In the peace of the woods there is another group of beneficiaries, which may include Northern Ireland casualties and Veterans of the Falkland Islands war. They are still coming to terms with their past. At one Recovery Centre they are working together on a project to build an Iron Age Round House that will become an outdoor classroom. The very act of working together is proving therapeutic, one Veteran explaining that since becoming involved in the project he has not needed to see his psychologist.

Chief Executive’s Report For the year ending 30 September 2015

Chief Executive’s Report

Annual Report 2015

7income for the Help for Heroes Charity

Others find art, poetry or woodwork to be the spark that rekindles the flame of hope. We are running life skills courses where beneficiaries learn to create healthy meals using produce grown in our own gardens. This is all taught in our superb donated training kitchens; skills that can all be used at home. Recovery is so much more than rebuilding damaged limbs; we are helping rebuild whole lives.

Our Career Recovery team runs courses that provide essential guidance to those who wish to set up their own business. Others are encouraged to understand more of their potential on the Pathfinder course, supported throughout by inspirational volunteer mentors. The statistics of success for the Pathfinder course are impressive. 90 per cent of those on the course are unemployed or unsure of their potential. By the end of Pathfinder, 70 per cent are successfully engaged in a job or life-affirming project. This is not just about finding a job – this is about creating independent and fulfilling futures.

Sport plays a vital part of Recovery, often being the first step on the long journey. Each year our Sports Recovery team enables thousands of individuals to enjoy physical activity. In 2014 hundreds applied to take part in HRH Prince Harry’s inaugural Invictus Games with a ‘lucky’ 137 selected to be part of the team. However, everyone who signed up benefitted from the intensive training and trials that were held. The proof is in the number of applications already received for the 2016 Invictus Games – they have doubled. At the top of our sporting pyramid, our Sports Performance Academy helps prepare those who have been identified as having the potential and talent needed to go on and compete at the highest level. We hope to see athletes that we have supported on the podium at the Rio Paralympic Games.

While we continue to provide holistic support to those with physical injuries, we are seeing more beneficiaries suffering from low level mental health conditions like depression, anxiety and anger, along with the associated sleep problems these conditions can often bring. Our Hidden Wounds psychological wellbeing programme, partially supported by LIBOR funding and with the expertise of Exeter University’s Moods Disorder Centre, has now been rolled out to both Catterick and Tidworth. The service can also be accessed remotely, with treatment delivered through Skype. Hidden Wounds has already supported over 500 Veterans and Service families. Those who need a higher level of treatment are referred to the Veterans Mental Health units or our partner Combat Stress who are able to treat beneficiaries in the £3.6m H4H wing, opened five years ago.

Whilst we are doing well to support those with mental health issues, we know we must do more. Mental health still carries a heavy stigma and those who suffer are often reluctant to come forward; it takes real courage to ask for help. When someone does take the step to contact Hidden Wounds, it is vital the support is appropriate and timely and, if a referral is required, that it is seamless.

Our work in this area will continue to gain pace and we look forward to further improving our relationships with the MoD, NHS, Combat Stress and others to ensure we have the most comprehensive support in place.

We understand that for each of our WIS beneficiaries, there is a family living with the consequences; their lives have changed as much as their loved ones. People feel alone and need to know that they are not.

Our fellowships of both the Band of Brothers for the WIS and the Band of Sisters for their loved ones are growing and now number over 6,000. The groups provide fellowship, support, advice and opportunities and are a vital point of contact for those who before felt very alone; now they know they are not.

Our work in Recovery is delivered holistically around our five life pillars represented as Medical, Mind, Body, Spirit and Family in a coordinated way for all beneficiaries. For example, it is no good if a beneficiary decides to be away for weeks on a course if they have not considered how their family might cope in their absence.

We are looking forward – thinking about how best to deliver holistic support to an ever-changing group of beneficiaries. We need to understand the numbers and their needs. To this end we commissioned King’s College London (KCL) to carry out research into the likely number of beneficiaries who may need our help. The numbers make interesting reading but from the first Gulf War in 1991 up to the start of the current Iraq/Syria conflict in 2014, 757,805 men and women have served as regulars in the British Armed Forces. Of those, 36,506 have been medically discharged from Service and KCL believes that 66,090 will certainly face either physical or mental problems.

Numbers, even very well researched numbers, will not tell us how many will come forward to use our services but clearly we will be needed and must prepare for the long-term. Support for the Armed Forces remains high and while we may have fewer ‘boots on the ground’, the current terrorist threat underlines we are not at peace, even if we are not technically at war.

We are developing our support where it is needed, we are rebuilding lives but we cannot do so on our own; nor do we. We achieve this through partnership. We are fully integrated with the Armed Forces and our Recovery Centres are sited in garrison towns. By being located within the ‘military family’ the serving are supported by their military staff who work alongside our H4H teams. In the centres our partner organisations work closely together within the Support Hubs, engaging the right support from the right delivery partner at the right time – all on the beneficiaries’ behalf.

Chief Executive’s Report

Annual Report 2015

8 “Everyone I meet who’s been involved is in it together, working towards the

At a strategic level we are members of the Defence Recovery Capability, sitting on both the Defence Recovery Working Group and, at the highest level in the MoD, on the Defence Recovery Board where we play our part in shaping the capability. We sit on the Confederation of Service Charities (COBSEO) executive board and on the Mental Health Round Table, with representatives from the academic world, the NHS, Armed Forces and other charities. The main delivery charities work well together and we are getting even better at these vital partnerships as we forge closer bonds.

We see Recovery as a long and complex path. It is not a transaction but an individually tailored journey and as such it is inevitably complex and needs to be supported by proper records and procedures. We use a case management system common to our partner organisations and are reviewing the option of being able to provide each beneficiary with his or her Life Passport, which would stay with them throughout their Recovery journey and beyond.

Recovery should be ongoing and transformational, it is not finite.

In 2016 we started to share the research from King’s College London with a coalition of the willing in Government, charities and the corporate world who seek the same outcome for the WIS as we do. This was launched at an event held with King’s College London and COBSEO at the Imperial War Museum in January 2016 titled ‘Together, Rebuilding Lives’.

As we have continued to improve and to stabilise support to our beneficiaries it has become apparent that H4H’s main effort is to make the delivery of Recovery as efficient as possible. Therefore, in 2016, we will bring H4H and H4H Recovery, the two charities in the group, together as one.

We will continue to review how best we should support our beneficiaries in parts of the UK that are far from our Recovery Centres. We have already begun to provide support in south Wales and Northern Ireland and are expanding our presence in Scotland. We have small teams providing forward support that can refer on to the main Centres.

We will be continuing to work closely with specialists in the medical field. We already have close links to the excellent surgical team at Salisbury Hospital, who carry out specialist plastics and nerve revisions and we are working closely with Professor Tim Briggs and his orthopaedic care proposals outlined in the Chavasse Report. To support these efforts we are developing a Veteran’s Injuries Clinic (VIC) to ensure that specialists in those fields of medicine see those with battle or Service-specific injuries promptly, supported by the right background information.

So, while we are working hard to ensure our support to beneficiaries continues for as long as we are needed, we also need to work as hard on ensuring we have the right level of funding, reserves and infrastructure to support this effort.

The income generated from what we refer to as ‘hot’ fundraising is falling as we predicted. The press coverage has shifted focus and people might understandably feel that they have done or given enough. People may think ‘the war is over so the problem has gone away’.

Chief Executive’s Report

Annual Report 2015

9light at the end of the tunnel. There is hope.” Charmaine – H4H Band of Sister

This is not the case and we now have to work so much harder to get our message across. We need to look for the supporter who understands the issues that affect our beneficiaries and is committed to supporting us in the longer term.

We have been fortunate to have the support of many corporate friends who commit to partner with us in both raising funds and through pro bono work. We have been especially fortunate to have London offices given to us by Barclays as a part of their involvement. Our London team is becoming increasingly important to us and our presence in the corporate arena is essential.

A special mention should be made of the extraordinary Poppies at the Tower art installation that captured the public’s imagination and benefitted H4H by a wonderful £1.3m.

Our regular givers are increasing as we ask our supporters to sign up for the longer term. A small team have achieved great results to date but this is hard work and takes time. Our work with philanthropists is gaining traction and our income from legacies is growing year on year. So, perhaps while we are not as visible as we were, we are holding ground and developing into new revenue areas. It is a key objective for 2016 to make sure people know what we do and why we are needed. We can never be complacent in that area.

Not only must we tackle the challenge of communicating the need, we must also ensure we are efficient and fit for purpose. Last year saw the press focus on the charitable sector as a whole and we must accept we are in the spotlight. We welcome this as an opportunity to make sure we are truly best in class. Our Trustees are aware of their duties and responsibilities and we are extremely grateful to them for the extraordinary amount of time they give us to set our strategy and properly oversee our work.

With the international and domestic threat of terrorism ever present in our minds, the future is uncertain. We have no idea what threats we will face but we can be absolutely certain they will come in some form. We have come a long way since we began in the Tin Hut (an old Army hut, which we still use) in October 2007 and no one could have predicted where we find ourselves today.

We must continue to secure, stabilise and strengthen H4H and we must prepare to meet future challenges as they arrive. Equally we must remember that we set out to make a difference to the lives of those who have been affected by their Service in our name, and we do.

We do what it says on our collecting tins, we support our wounded and we must keep doing so. We can be rightly proud of what we have achieved to date but we must look to the future and prepare for the long-term challenges that will inevitably come.

Onwards and upwards

Bryn Parry

CEO and Co-Founder

Chief Executive’s Report

Annual Report 2015

10 Between April 2010 and September 2015 we issued

Income

Voluntary Income £30.0m

Help for Heroes Challenges £3.1m

Other £0.6m

Where the Charity’s Money Comes From

Income

Grants Made £3.3m

Current/In Year £20.6m Recovery Delivery

Championing the Wounded £0.9m

Governance £0.05m

Retained for future investment in individual support and Recovery delivery £2.9m

In addition the Group invested £1.3m in capital projects during the year.

Where Our Money Goes

Every Pound Has a Purpose

The Help for Heroes Group had £27.7m net incoming resources.

19.6p

£1It costs 19.6p to generate £1 of income for Help for Heroes Charity

Annual Report 2015

118,866 individual grants through our Quick Reaction Fund

How Your Money Helps

How Your Money Helps

Help for Heroes Grants

“After my injury somebody suggested mountain biking. Luckily Help for Heroes was able to provide funding.”

Simon Taylor, H4H beneficiary

Help for Heroes Hidden Wounds

“The Hidden Wounds team understand there can be things inside that are beating you up. They’re there to help you and it’s fantastic.”

Wendy Wakeham, H4H beneficiary

Help for Heroes Career Recovery

“The grant for my laptop is amazing. It will enable me to start my degree in Psychology with Counselling.”

Damian MacDonald, H4H beneficiary

Help for Heroes Fellowships

“They instantly allowed me to offload and offered their help and support in any way they could.”

Lucy Tattingham, Band of Sisters Member

Annual Report 2015

12 “Thank you from the bottom of my heart Help for Heroes for giving me

Key Events of 2014/2015

Key Events of 2014/2015

Oct Nov Dec Jan Feb Mar

2014 2015

398 Spider-Men set a new Guinness World Record while

fundraising for H4H

Garden photography workshop at the H4H

Recovery Centre in Colchester

H4H beneficiaries unwrap presents from Christmas

stockings that were donated, packed, and delivered through

our Stockings for Heroes campaign

Help for Heroes’ seventh birthday Debenhams raises

an amazing £184,000 over their fundraising month,

which includes a National Collection Weekend and money donated at tills throughout the month

of March

The Poppies at the Tower installation raises an

impressive £1.3m for H4H

A team of H4H fundraisers summit Mount Kilimanjaro – the tallest

freestanding mountain in the world

Marston’s Help for Heroes Ale launches at pubs across the UK

Her Royal Highness The Princess Royal visits the H4H Recovery Centre in Tidworth

H4H beneficiary and three-times Paralympic silver

medallist Jon-Allan Butterworth competes on Channel 4’s

The Jump

Annual Report 2015

13my life back and giving me a purpose again.” Alistair – H4H Band of Brother

Key Events of 2014/2015

Apr May Jun Jul Aug Sept

Our Bake for Heroes campaign launches

Hero Bear joins beneficiaries and supporters at a colourful day of fundraising on one of

the Run or Dye running events

H4H beneficiaries take to the seas for the World Pilot

Gig Championships

In 2015 Hero Ride saw 100 beneficiaries cycle a combined 18,000 miles alongside 1,000 H4H supporters

ASDA Collection Weekend raising over £300,000

Heroes and Legends played in the first ever Cricket for Heroes

fundraising day, raising over £300,000

The second Para Polo match takes place at

Tedworth House24 H4H beneficiaries take

to the land, sea, and saddle as part of what’s known as the

hardest triathlon in the world: Enduroman Arch to Arc

Heroes Breakfast launches at Tesco

A team of H4H beneficiaries take part in the DoD Warrior Games, held at the Marine

Corps Base Quantico in Virginia USA

The country fired up the coals and Barbecued

for Heroes

Annual Report 2015

14 Help for Heroes provided £100,000 to support Gurkha Veterans

Together, Rebuilding Lives

Help for Heroes provides support, for life, for Service personnel, Veterans and their families. The people we help are on a journey to recover from life-changing injuries or illnesses and these journeys are long and complex.

All our beneficiaries are supported by many different organisations, such as the MoD, the NHS and other military charities. We like to think of their journeys following three distinct phases:

• Hospital – This is where lives are saved. In most cases, the primary support is provided by the NHS (such as in Queen Elizabeth Hospital Birmingham), Mental Health Teams and the Defence Medical Service.

• Medical Rehabilitation – This is where someone learns to live with their ‘new normal’ and is carried out in special facilities such as the MoD’s Defence Medical Rehabilitation Centre, Headley Court or Regional Rehabilitation Units.

• Recovery – This is where a beneficiary works closely with Help for Heroes. The aim of Recovery is to give someone the tools they need to rebuild their life.

It is common for our beneficiaries to discover Help for Heroes in the first two phases of their Recovery journey. This could be through word of mouth, hospital visits, and the Help for Heroes-funded swimming pool and gym complex at Headley Court. Our Band of Brothers and Band of Sisters team visit Headley Court every month.

Once the important work of saving a life and teaching someone to adapt to a life-changing injury or illness has been done, the hard work of Recovery can really begin. At Help for Heroes we deliver Recovery through support built around the five pillars needed for general health and happiness: Medical, Mind, Body, Spirit and Family.

Recovery Designed for Our HeroesWe have four state-of-the-art Recovery Centres that are more than just bricks and mortar. They are a safe place where our beneficiaries have access to everything needed to start, and continue, the process of rebuilding their lives.

Our Centres are dedicated to inspiring, enabling and supporting the Recovery of our Heroes and their families. We always encourage our beneficiaries towards active, independent and fulfilling lives where they can achieve their full potential.

We provide fellowship and companionship, welfare support, a bespoke careers service, Sports Recovery opportunities, and physical and psychological wellbeing services. We have both the facilities and staff to unlock potential, and to turn ‘can’t do’ into ‘can do’.

This support is underpinned by the fantastic work of our Grants Team that provides financial support to individuals. In addition, we give grants to over 60 specialist charity partners, which enable the continuation of the excellent services provided by these partners.

Together, Rebuilding Lives

Enco

urag

e, nurtu

re and guide the family Ensure world class medical care, for life

and self-confidence

& nutrition, to improve life-long health provid

e sen

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f pur

pose

& c

lari

ty o

f min

dReignite a sense of belonging, purpose, Strengthen the body through exercise

Im

prove

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es,

Objectives

Annual Report 2015

15and their families who served with the British Armed Forces

More Than Bricks and Mortar

More Than Bricks and Mortar

Tedworth House, Tidworth• 71 beneficiaries have accessed support from the Psychological

Wellbeing Advisers who have also been there for many others.

• 256 beneficiaries have been referred to the Hidden Wounds Psychological Wellbeing Practitioners service in its first year of operation.

• 259 Recovery-related courses were run for 1,917 attendees.

• There were 5,186 day visits during the year.

• Sleep therapy and relaxation became integral to the Recovery programme, thanks to a specialist Sensory Room.

• City and Guilds Level 2 Horticulture Courses were run in the Moto Vegetable Garden and the Freemasons’ Grand Charity Greenhouse.

Chavasse VC House, Colchester • 27 beneficiaries have received support from the Psychological

Wellbeing Advisers with more accessing the service.

• The Hope on the Horizon garden has provided a quiet reflective space as well as a venue for photography workshops.

• 226 Recovery-related courses were run for 1,355 attendees.

• There were 2,085 day visits to the Centre during the year.

• 100 riders, including 10 beneficiaries, cycled 100 miles on the Hero Ride East sportive ride from Colchester to Windsor.

• On average the support hub deals with 65 welfare cases per month.

Naval Service Recovery Centre, Plymouth• On average 52 of the 60 cabins at Parker VC are occupied

at any one time.

• There were 2,527 visits to the Centre’s Veterans’ Friday events during the year, with an average of 60 attendees each week.

• A crew of WIS took part in the World Cornish Pilot Gig Championships in May 2015, rowing to victory.

• The new Hero Garden, designed by one of our Veteran beneficiaries, was opened in September 2015. It provides a quiet, reflective space in addition to horticulture.

• The weekly archery club includes a Target Tokyo 2020 para sport camp.

Phoenix House, Catterick• On average the Support Hub dealt with 137 welfare cases

a month.

• 16 WIS and family members took to the catwalk in October 2014 for the Catterick Fashion Show.

• 34 beneficiaries have accessed support from the Psychological Wellbeing Advisers, with others receiving help from the team.

• 76 beneficiaries have been referred to the Hidden Wounds Psychological Wellbeing Practitioners service since 18 May 2015.

• 160 Recovery-related courses were run for 1,203 attendees.

• There were 5,704 visits by Serving and Veteran men and women and their families during the year.

• 50 guests attended the opening of the Woodworking Workshop on 22 April 2015.

• The Arch to Arc challenge was organised at Phoenix House. 4 relay teams of 6 took part in the Enduroman challenge – running/wheelchair racing from London’s Marble Arch to Dover, swimming the Channel to Calais, then cycling/hand cycling to the Arc de Triomphe in Paris. H4H teams included the first ever disabled team to finish and first ever all-women’s team.

Tidworth (Wiltshire)

Colchester (Essex)

Plymouth (Devon)

Catterick (North Yorkshire)

In 2014/15 we saw thousands of beneficiaries engage in Recovery activities both in our centres and via remote access and at locations across the UK and internationally. Here are just some of the great things that have happened this year.

Annual Report 2015

16 “There is now a light at the end of the tunnel. I just wish I had walked into

Campaigning for HeroesHelp for Heroes continues to campaign for the very best medical support for Servicemen, women and Veterans who have suffered a life-changing injury or illness.

Counting the Cost In 2014/15 we provided a grant to King’s College London to carry out an in-depth research study, ‘Counting the Cost’. The research’s aim was to discover the true human cost to all those who’ve served in

the British Armed Forces from 1991 to 2014.

The research found that 757, 805 people served as Regulars in the British Armed Forces between 1991 and 2014. We now know that at least 66,090 of these need support either now, or will in the future.

Put simply, that means 1 in 11 will need a helping hand.

We believe it is essential that these brave men and women know how to get support, if and when they need it. Alongside the Government, Great British businesses and other charities, we are committed to work together to rebuild lives.

Working in Partnership In 2014/15 WIS Service personnel resident at the DMRC Headley Court* were able to make use of the H4H-funded swimming pool and gym complex. Grant giving continues to be a cornerstone of the work we do.

For example, past grants made to Combat Stress enable those living with PTSD to receive the support they so desperately need. Likewise, a grant made to Fisher House in 2012 enabled the creation of a ‘home away from home’ for military families. In 2014/15 the existence of the house made a difference to families who have loved ones in Birmingham’s Queen Elizabeth Hospital. In fact Fisher House is being used more and more each year. In its first year, 2013, 471 people stayed at the House. In 2014, this climbed to 552 and increased again in 2015 to 657, showing the needs of military families are growing, not diminishing.**

In 2014/15 we continued to make individual grants to support beneficiaries who require specialist mobility technology. Brendan’s story on the opposite page is an example of why such grants are important, and change lives.

*The H4H-funded swimming pool complex is being fully reproduced at Headley Court’s successor DNRC Stanford Hall. The facility is being entirely funded by the Duke of Westminster’s Black Stork charity.

**(Source: Letter from QEHBC Chief Executive to COBSEO, March 2016) Spirit Body

M

ind

Fam

ily Medical

Medical

Medical

“It’s difficult to put into words what this means. Thank God for Help for Heroes.”

Annual Report 2015

17

Brendan Gordon served as an Army Medic and saw active tours of Kosovo and Northern Ireland. In 2010, he suffered a violent stroke that took away the use of his right arm: “I went from being a medic and being able to put needles into people’s arms to save them, to not being able to do anything. I’m right-handed so that was it for me. I tried to take my own life soon after it happened because I just couldn’t see a future. Life wasn’t worth living.”

After receiving initial treatment, Brendan served a further two years as a practice manager of the Medical Centre at the Colchester Garrison. However, his right hand remained permanently locked and he was medically discharged in 2012.

Following further treatment, Brendan spent time at the Help for Heroes Recovery Centre, Chavasse VC House, in Colchester. He took part in health and physical wellbeing activities such as yoga, and the H4H staff introduced him to a local physiotherapist trialling innovative mobility technology.

Known as the SaeboGlove, it extends the tendons and retrains the brain on movement: “My Physios told me that our brain has to do something 7,000 times for it to remember. Mine had forgotten I had a right hand as it has been clenched for five years. The glove is making my hand tell my brain it is still there.”

Noticing immediate benefits, Help for Heroes provided a grant of £1,000 for Brendan to purchase both the SaeboFlex and SaeboGlove. Since then, he has been practicing with it for up to six hours a day and the results have been extraordinary. In just a few months, he can now lift his arm to shoulder height and open and close his hand.

Brendan now refers to the technology as his miracle glove: “It’s difficult to put into words what this means. Thank God for Help for Heroes. I feel reborn again. There is now a light at the end of the tunnel. I just wish I had walked into the Help for Heroes Recovery Centre sooner.”

Brendan’s Physiotherapist, Glyn Blakey, has been equally impressed by his progress and determination: “We have many more months of physio ahead, but the grant from Help for Heroes for Brendan to purchase his own glove means he can practise every day.”

Dave Wilkinson, Brendan’s Support Hub key worker is also delighted Brendan is reclaiming the independence he thought was lost forever: “That’s our aim at Help for Heroes and this glove is doing that for Brendan. He and his entire family are benefiting from the grant and I’m so pleased to see the enormous progress he is making.”

the Recovery Centre sooner.” Brendan – H4H Band of Brother

Brendan Gordon Hero Testimonial

Medical

Annual Report 2015

18 As at September 2015, over 1,700 volunteers gave

Help for Heroes Psychological Support

Psychological WellbeingMaintaining and restoring the psychological wellbeing of those who have suffered life changing injuries or illnesses, and their families, is vitally important.

All the Recovery activities delivered by Help for Heroes are designed with this in mind, to ensure they contribute in some way to the psychological and physical wellbeing of the wounded and their families.

While taking part in these activities may suffice for some, others may need more support in managing their psychological wellbeing. To this end, Help for Heroes offers both therapeutic support on site at its Recovery Centres as well as access to its bespoke psychological support programme, Hidden Wounds.

In addition, we continue to work closely with partner organisations and other service providers who can deliver more specialist and higher intensity support for issues such as Post Traumatic Stress Disorder (PTSD).

Help for Heroes Hidden WoundsThis service was launched in September 2014 and supports Veterans of any conflict, their families and the families of those currently serving who are living with excessive worry, stress or low mood.

New developments this year have made the Hidden Wounds service even more accessible, with support now available via the phone, Skype and a second team operating out of the H4H-run Recovery Centre in Catterick.

The unique support available has also broadened, as September 2015 saw the Charity launch the first step 2 IAPT Anger and Alcohol interventions in the country. These interventions support Veterans and family members who want to change their drinking habits, or who struggle to manage their anger.

As at 30 September 2015 we supported 344 individuals through this service. By January 2016, referrals to this service have exceeded 500.

Therapeutic SupportHelp for Heroes has qualified Psychological Wellbeing Advisors (PWAs) working at all four of its Recovery Centres around the country, to ensure that residents and day visitors have on-site support should they need it. The PWAs accompany many of the daily activities and encourage participants to engage, socialise and open up about their experiences. One-to-one support is also available for those who request or require it.

Activities to Enhance Psychological WellbeingThere is a huge range of activities on offer at the four Recovery Centres including cooking, art, gardening, rowing, woodland activities, book binding and many more. Existing evidence proves that engaging in creative or eco-based activities, for example, can positively contribute to all aspects of an individual’s wellbeing.

The same applies to being physically active and engaging socially with others. The centres therefore provide a unique opportunity to encourage beneficiaries to participate in a number of different activities known to positively contribute to their psychological wellbeing.

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Annual Report 2015

19one hour or more per week to Help for Heroes

Alex Ford, 45, from Shropshire, started experiencing feelings of failure after taking redundancy from the RAF in 2012 to care for his young family. He feared he’d let everyone down during his six-month tour of Helmand in 2011.

While there, Alex came under fire and witnessed a colleague being blown up and badly injured. Two soldiers from the company he was with were killed and many were injured.

“I felt I didn’t do enough out there to get it right,” he said. “As if I wasn’t strong enough, wasn’t fit enough or wasn’t clever enough. This nagging doubt in my mind says ‘you could’ve been better’. It was feelings of desperate depression. I couldn’t see a way out of the fog that had enveloped me.”

Alex’s feelings of failure built after leaving the military. He had to care for a young daughter and a wife, who had two prolapsed discs and had been medically discharged from the Army. The challenge of caring for them both did not help his depression. Describing how it manifested itself, he says he felt “frustration, lack of control and anger.”

“I was shouting, screaming, punching the wall occasionally, that sort of thing,” he explained. “Nothing physically violent but it was angry outbursts and then periods of desperate depression, really.

“Some people call it ‘being low’. I’ve never done that, I’ve always said it was more like a fog. I know that the answer is out there, I just can’t see it. If I was able to get 15, 20 feet higher, I’d be out of the fog.”

Although he still has bad days, Alex said Help for Heroes Hidden Wounds helped him gain perspective and it gives him reassurance that someone is there to talk to.

“I emailed Help for Heroes at half past midnight after a bad couple of weeks and they called back first thing the next morning.

“They got me to start keeping a mood diary to document how I’m feeling. It made me realise 80 per cent of the day, you’re feeling quite good about the world. The bad times you see as bigger than they actually are.”

Alex Ford Hero Testimonial

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Annual Report 2015

20 As of September 2015, Help for Heroes

H4H Sports Recovery

Help for Heroes Sports RecoveryWhen a previously active and physically fit person is faced with a life-changing injury or illness, it can seem as if doors have closed. However, Help for Heroes Sports Recovery enables our beneficiaries to discover there are many and varied options still available.

Sport has huge, well-known physical benefits, but often it is the lesser-known psychological benefits that make it a key part of the Recovery journey. Sport can help an individual feel psychologically empowered and in control. It provides a sense of purpose, resulting in positive feelings that transfer into everyday life.

Help for Heroes has been involved with Sports Recovery for seven years and in the past year the Sports Recovery Team put on 350 events across 50 different sports.

Grass RootsSport is often a major first step on the Recovery pathway, giving confidence and independence to those whose lives have changed as a result of, or due to, Service. The Help for Heroes Recovery Centres facilitate grass roots sport by giving residents and day-visitors access to over 50 different activities. From our Grass Roots level, some may continue to enjoy sport purely for leisure, other progress to competitive sport, still others take on an adventurous challenge or make sport their career.

Progression into a CareerIn addition to the benefits provided by physical activity, individuals can gain a number of transferable skills, and some choose to gain qualifications as leaders, coaches or sports officials through H4H-supported programmes.

High Performance AcademyIn 2015 we launched our Help for Heroes Sports Academy, designed specifically for those who wish to take sport to a High Performance level. Our Academy provides specific individualised support to those on a high performance journey, giving the individual the best level of support available for their development. The Help for Heroes Sports Academy supports Paralympic and non-Paralympic athletes who have been identified as talented by their National Governing Body or organisation.

Rio 2016 Paralympic GamesWith the 2016 Paralympic Games in Rio so close, Help for Heroes’ partnership with the British Paralympic Association (BPA) (launched in 2012), continues to grow strong. The partnership was created to introduce Serving personnel and Veterans to a range of opportunities in Paralympic sport and formalised an existing partnership between Help for Heroes and the BPA. This year saw the second cohort of athletes complete training programmes focused on participation in the Rio Paralympic Games in 2016 and beyond to Tokyo 2020.

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21has made £10.6m of grants to individuals

Alastair (‘AJ’), 39, a former Marine Engineer in the Navy, was injured whilst playing hockey for them in 1998, pulling bi-lateral ligaments in both ankles. AJ, who lives in Llangollen, North Wales, with his wife and two children, then spent nine weeks having his ankles reconstructed in Selly Oak Hospital, Birmingham. The treatment consisted of drilling holes in his ankles, which has since caused arthritis in both legs as the cartilage has worn away and the bones rubbed together, reducing his height by six centimetres since 2000.

Having joined the Navy at 19, sport has always played a big part in AJ’s life: “When I got injured I thought that was the end of my sporting life. This was the case until 2014 when a doctor’s referral to the gym led me to Cheshire Phoenix Wheelchair Basketball team and then onto the Invictus Games. I was in the gym twice a week, in addition to playing at local clubs, and lost a stone in the process too.”

AJ was selected for the British Armed Forces team and competed at HRH Prince Harry’s inaugural Invictus Games in September 2014 as part of the Wheelchair Basketball team.

For AJ, the benefits of sport are more than just physical: “Since I have been taking part in sports again I have now stopped taking depression medication. I have gained a lot of my self-confidence back and have a lot more control of my medical treatments and operations. I now have a focus in life and goals that I want to achieve and the belief in myself that I can achieve them.”

AJ’s use of sport as part of his Recovery doesn’t stop there. He has recently passed his Personal Trainer’s course, supported by Help for Heroes as part of the InstructAbility project, created by the spinal injury charity Aspire to enable disabled fitness professionals to gain industry experience. AJ is currently helping disabled people with their health and fitness. “I’ve gone from being medically discharged and feeling worthless to being part of something that means something, after 14 years of twiddling my thumbs at home.

“If it were not for the continuing support of Help for Heroes I would still be that fat, depressed man who sat on the sofa watching sport and drinking too much. Help for Heroes has shown me there is life beyond injury, I am part of a family of people who know how I am feeling and how they can help and how I can help others. Without H4H nothing I’ve achieved since 2014 would have been possible.

“Thank you from the bottom of my heart, Help for Heroes, for giving me my life back and giving me a purpose again.”

Alastair Pingram Hero Testimonial

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Annual Report 2015

22 73% of the Charity’s Career Recovery Pathfinders

Career RecoveryHelp for Heroes Career Recovery helps individuals identify and achieve a new career outside of the Armed Forces. Leaving the military and finding a new direction can be especially daunting for those with life-changing injuries and illnesses. Help for Heroes recognises these individuals remain highly skilled and capable, with a huge amount still to contribute to society. The Charity’s Career Recovery team is embedded within our Recovery Centres to ensure that beneficiaries are simultaneously supported in their psychological and physical wellbeing.

Passionate and Purposeful RolesAs of June 2015, 168 Veterans are actively engaged with our Career Recovery service, moving towards achieving a purposeful role. The career pathway offers a number of opportunities such as volunteering, training and education, work attachments and employment, delivered both internally through Help for Heroes and externally through corporate partners and third party organisations.

The Charity’s Pathfinder programme supports individuals as they transition out of the Armed Forces and adapt to civilian life. Over the past year, the team have worked with 98 Pathfinders who have been given a work placement, training and access to a mentor, connecting them to the comprehensive network of charities and employers who work with Help for Heroes. An impressive 73% of the Charity’s Pathfinders are in employment, education or training.

Our PartnersWe currently work with over 20 partners including the Prince’s Trust, Mission Motor Sport, City & Guilds and the Institute of Leadership & Management, to ensure our beneficiaries can receive recognised accreditations and qualifications in their chosen field.

H4H Career Recovery

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23are in employment, education or training

Craig Featherston imagined he would spend his entire career in the Armed Forces. But when he was shot through both legs during an attack in Afghanistan in November 2010, everything he planned was taken away in the blink of an eye. Medical discharge followed in 2014 after just four years of Service and he was left with a future that looked very uncertain.

Craig, originally from Dublin, Ireland, was an Infantryman and only 24 when he was severely injured.

‘’The attack was a complete ambush – we were responding to a cry for help from a member of the local community, who were building a bridge in the Green Zone. He told us they were under attack from the Taliban, so we got a Quick Reaction Force together and raced down to the bridge. We took cover behind a high compound wall, believing the Taliban to be on the other side. I was the last man at the end of the wall. But the enemy was behind us, so we were totally exposed. They shot across the entire line of men and I was hit.

“It was like a red-hot poker being swung at me, knocking me off my feet. After that everything is a blur. I was pulled under cover while the area was secured. I remember being in terrible pain, and thirsty. I spent a few days in Bastion before being flown back to Birmingham where my parents and sisters were waiting for me.’’

The bullet went through Craig’s right leg and into his left and the tibia in his left leg was severely damaged. Craig spent all of 2011 in Recovery and was in and out of Headley Court after various setbacks, before spending time at Help for Heroes’ Recovery Centre, Tedworth House, where he heard about the Pathfinder course.

The H4H Pathfinder experience helps Veterans map out a new future, equipping them with the knowledge and skills to forge a successful second career. It is made up of three parts: Inspire, Enable and Support.

“The Pathfinder guys really open you up to so many things you never thought possible and point you in the right direction. They support you in the best way they can, every step of the way. I would strongly suggest anybody get onto Pathfinder, no matter what your injury. They guide you in a way that helps you make your own decisions and throw every resource they possibly can at you.

“The course gives you one-to-one support and having a mentor gives you someone to bounce ideas off. They give you all the time you need.”

With his future looking clearer, Craig made the decision to reignite an old passion and pursue a career in woodworking, something he had explored before joining the Army. Once a former apprentice carpenter, he has completed various woodworking courses at Tedworth House and hopes that can become a full-time job.

“Help for Heroes really helped me back into civvy street – the Charity gave me a home from home. I think the pastoral care on offer is literally lifesaving.

“Being from Ireland and living over here, H4H are my second family. They’ve done more than I can ever thank them for.”

Craig Featherston Hero Testimonial

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Annual Report 2015

24 Help for Heroes provided a grant to undertake a research

H4H Fellowships

The Help for Heroes Fellowships – the Band of Brothers and Band of Sisters Having strong support systems in place for WIS Service personnel, Veterans and their families allows us to have a regular dialogue with our beneficiaries. By keeping up frequent contact and offering help, advice, support and a network of people who understand the day-to-day struggles faced, we reinforce the message that our nation’s Heroes and their families are not alone.

Family Support NetworksThe Help for Heroes Band of Brothers (BoB) is a fellowship that exists to bring together wounded,

injured or sick Servicemen, women and Veterans, to encourage their mutual support and friendship as well as to help with the transition out of the military and into a civilian life. The Help for Heroes Band of Sisters (BoS) is there for their loved ones and family members, both male and female, allowing them to help each other through tough times, easing feelings of isolation and giving them access to a variety of support systems.

To support the fellowships, we have a team that consists of a central hub, based at our Recovery Centre at Tedworth House, and eight regional representatives across the country, ensuring activities and support are accessible to all members, wherever they live.

Through the team, members of BoB and BoS can access all of the different areas of Recovery we deliver. This includes visits to the H4H-run Recovery Centres where there are bespoke family rooms, access to welfare support and information, assistance with grants requests, finding advice on courses, education and future careers, receiving guidance on physical and psychological wellbeing and much more.

Members of both fellowships also receive regular communication from the team, offering the chance to take part in family events and holidays, attend respite weekends, join in Help for Heroes Challenge events and apply for a number of opportunities and days out that have been donated by the generous public. Additionally, members of both fellowships are invited to attend regular regional meet-ups where they can swap stories and find support from people who are going through similar experiences.

For the 2014/15 year, membership to both fellowships has grown, as has the breadth of the offer to them. For example, in 2015 for the first time Help for Heroes offered a residential respite break for couples, in conjunction with re:group (an organisation that offers couple’s counselling) to improve relationship issues and work on individual and couple wellbeing.

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Beneficiary Simon Lock taking part in the Bake for Heroes Campaign 2015

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When Charmaine Cosgrove received the news that her son Peter had been injured in Afghanistan, she prepared for the worst. Six years on, with a little support from Help for Heroes, she is excited for what the future holds.

“Peter wanted to join the Tank Regiment his whole life. He passed out in February 2006 and it was one of the proudest days of my life.

“Three and a half years later, in November 2009, he was driving a Viking, an all-terrain armoured vehicle, loaded with supplies bound for a forward operating base, when he came under fire. He turned off the road to get out of the spray of bullets when his vehicle triggered a pressure plate IED. His commander was blown out of the turret and Peter’s legs were badly damaged. The Americans airlifted him back to Camp Bastion where he remained for a few days before being flown home to the UK and to Selly Oak Hospital, where we got to see him.

“I won’t forget that moment. I was getting ready to go to work at the time but as soon as I heard the telephone ring I knew something had happened. It was a Saturday and they told me I wouldn’t be able to see him until Tuesday. That was the longest wait of my life. There was nothing we could do but sit and wait.”

When Charmaine and her husband Graham finally reached Selly Oak they were warned by the welfare workers about the sights they’d see on the ward.

“What we found was in fact very humbling. Youngsters in various states, some of whom had lost arms and legs, spoke so respectfully to the nurses despite all they had been through.

“They told us that we wouldn’t have long. In actual fact, we only got to see him for 10 minutes before they took him away for surgery. Until that point I didn’t know the extent of his injuries. They told me he was all right, but the truth was he had broken his leg in three places and the blast had torn away big chunks of muscle. He was at Selly Oak for five weeks, in which time he had five operations. They saved his legs and rebuilt them, but his problems have remained.

“Time went on and Peter was eventually discharged. While he was serving everyone was very supportive but, as can only be expected, people eventually began to get on with their own lives. I was very conscious that it might just be Peter and us in the end. It made us feel very alone.

“When Peter was in hospital he was given a little bag from Help for Heroes, which had shower gel, chocolate and a little card with contact details inside. I had no idea at that time how big a part this little bag would play in our lives, but on one very dark day, Peter was in pain after an operation, I knew we needed help. No one likes to see his or her loved one in a state, but I felt so powerless because I couldn’t do anything about it. When he went to bed that evening I found the card that had been inside the bag H4H sent to Peter, and emailed them. H4H got straight back in touch and asked if I wanted to be involved in a little group of people who were in a similar situation to me. This was the start of the Band of Sisters, and from then it’s just gone from strength to strength.

“I talk about H4H every day. Telling people about the Band of Sisters is the best thing I can do. I have to let people know that, without H4H, we would have gone under. It is a struggle, but just knowing there’s somebody there who passionately cares about the lads and their families is something that means so much.

“We are so, so thankful and they just seem to have a knack of knowing what you need. I think perhaps because they’re involved with the military themselves, they know exactly what you want or need. What’s more, the staff are so much fun to be around! Most of them are bonkers, but so uplifting. They show you that it’s okay to have a laugh and a joke and that things will eventually get better. It gives you security, it’s like having a hug over the phone. It makes you feel very safe and secure.

“In 2014, Help for Heroes gave Peter a bike. He fell off it loads of times, but he set himself the goal of taking part in the 2014 Hero Ride and he achieved it. He cycled with fundraisers and friends from Belgium to Paris and then on to London where I was waiting at the finish line on The Mall. As he cycled past, the look of sheer pride, achievement and determination on his face gave me a moment in time to cherish. I hadn’t seen that look since his passing out parade and I didn’t think I’d see it again, at least for a very long time. I knew then that, with H4H’s help, he was turning a corner.

“Peter describes H4H the best when he says, ‘it’s like being back on the patch again, not a broken cog in a machine’. Everyone I meet who’s been involved, even just people running a stall, is in it together, working towards the light at the end of the tunnel. There is hope.

Peter got married last May and I’m very proud to say I have recently become a grandmother to beautiful baby Edith. All I want for the future is for my son to be looked after and for my husband and me to get on putting our lives back together again. I know that H4H will help us achieve that.”

project into the true number of individuals wounded, injured or sick

Charmaine Cosgrove Family Testimonial

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26 H4H are my second family. They’ve done more than

Fundraisers’ News

Fundraisers’ News

The work Help for Heroes carries out is supported by an amazing network of volunteers, who tirelessly work to help ‘the blokes’.

You will have probably seen our fantastic team of volunteers all over the country, supporting us in many ways. Their enthusiasm knows no bounds and they have been seen at events across the country, from fundraising at county shows to helping sell merchandise in our Mobile Unit. They even coordinate the great many collection tins across the UK. Our volunteers can also be found in schools, social groups and businesses giving presentations to tell people how Help for Heroes is rebuilding lives. We also have a fantastic team that volunteer in our Tin Hut in Tidworth.

The Volunteers are absolutely vital to raising awareness of Help for Heroes, whilst also promoting fundraising events, campaigns and challenges. Many give up a huge amount of their spare time throughout the year, while others may assist for one or two events or campaigns a year. However, any time a volunteer can give is hugely appreciated.

Help for Heroes aims to ensure that the volunteering experience is fun and rewarding. Guidance and advice is provided by the Regional Coordinators in the National Volunteer Team and by Coordinators in their area. There are regular Regional meetings and an annual National Conference. These are opportunities to bring our volunteer family together and ensure they are up-to-date.

Wendy Buckthought – Volunteer“I first became a volunteer for Help for Heroes six years ago when my son, who is in the Coldstream Guards, was deployed in Afghanistan. He’d already been to Northern Ireland and Iraq but this tour was a particularly bad one and there were constant stories in the news.

“H4H had launched and I felt a great need to do something so I held a jumble sale and it started from there. Being a volunteer you can do as much or as little as you want to help; my husband and I get a lot of enjoyment from attending events such as Steam Fairs, Air Days, Classic Car Rallies, Agricultural Shows etc with a stall selling merchandise and letting people know about the great work H4H does.

“I’ve even gained confidence and now feel comfortable standing in front of a room full of strangers talking about the Charity, which is something I never thought I would be able to do. Through being a volunteer I’ve had some great days out, met hundreds of lovely people and made new friends, but the best bit is knowing I’m doing my bit to help young men and women who have sacrificed so much for us.”

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Mark Newton scooting around Britain for H4HA former soldier is travelling around Britain on his mobility scooter to raise money for military charities, including Help for Heroes. Mark Newton, 48, of Swansea, has already travelled more than 16,000 miles on his epic adventure.

Mark served with the 1st The Queens Dragoon Guards and was on duty with the United Nations in Cyprus when he injured his knee in 1991. Despite several operations, his condition deteriorated to the point where he now needs to use a mobility scooter.

Keen to do something remarkable after being medically discharged, he launched a mammoth fundraising challenge, travelling all over Britain on his mobility scooter.

Throughout his journey, he plans to photograph and document Commonwealth War Graves, War Memorials, Lifeboat Graves and Memorials in Great Britain, of which there are more than 350,000.

His trek has so far raised more than £50,000 for Help for Heroes and other military charities.

Speaking at Help for Heroes’ Recovery Centre in Wiltshire, Tedworth House, where he spent five days, he said: “Being able to spend time here, amongst the wounded members of our Armed Forces, has been inspirational and has reinforced to me why I took on this incredible challenge to begin with. It has given me extra motivation and impetus to keep going.

“The blokes here are one of a kind. They have seen some of the worst things imaginable and have terrible injuries but they remain so positive. It is an honour to be raising money for Help for Heroes.”

Kevin and Gary Wright’s Arctic Ice Challenge Kevin and Gary Wright have taken part in an amazing Antarctic Challenge in support of Help for Heroes, along with their faithful teddy ‘Socks’, which belongs to Kevin’s grandchildren.

The two brothers undertook their frozen challenge having met up in Buenos Aires, Argentina. From here they flew towards the most southerly town in the world, Ushuaia, and onwards by sea to the frozen wilderness of the seventh Continent.

After braving winds of 70 knots and a six-metre swell, Kevin and Gary got a breath-taking first view of Antarctica. After getting acquainted with the local residents, including some very lovable penguins, Kevin and Gary joined the rest of the group to start their icy challenges. These included climbing a glacier and a mountain, crossing crevasses, snow-shoeing and camping on the ice.

However, they were not distracted from their main priority – to raise funds for Help for Heroes. After sailing to a place called ‘The Grave Yard’, where icebergs as tall as 100ft have drifted from all over Antarctica, they were provided with the perfect opportunity to take to their kayaks. The next three hours were spent rowing from iceberg to iceberg, with Socks going along for the ride.

After being called back to the ship, the two adventurers climbed to a spot of outstanding beauty to open a very special bottle of Shackleton’s Whisky (that will return to the UK to be auctioned for Help for Heroes) for a ‘wee taste’ whilst flying the Union Jack.

With their challenges completed, and their fundraising target achieved, they returned to the UK with Socks and an abundance of stories to tell their grandchildren.

H4H 4x4 European Rally In June 2015, all 45 teams of the Help for Heroes 4x4 European Rally completed their ‘Final Mission’ by making it to the ‘impenetrable’ Eagle’s Nest in Bavaria. Their journey followed in the footsteps of the Allied forces that set about liberating Europe in 1944.

Keith Bowen and his son, Tim Price-Bowen, have been dedicated to the 4x4 rally for the last five years, and without their astounding hard work and unwavering support the rally wouldn’t have raised an overwhelming £1,000,000 for Help for Heroes.

Back in 2010 their aim was to take 20 cars through Europe and raise £20,000 for Help for Heroes. However, five years later, and with their sixth rally complete, they have taken a total of 275 teams on a historical tour and raised 50 times their original target.

While each rally has followed a similar path, the stories have all been unique. The Final Mission is no exception to this, and it created timeless memories for all involved. Every member of every team has shown such amazing support to Help for Heroes, making a valuable contribution to the lives of our Servicemen, women and Veterans.

I can ever thank them for.” Craig – H4H Band of Brother

Fundraisers’ News

Fundraisers’ News

Annual Report 2015

Annual Report 2015

28 Eggs for Soldiers has sold

Working With Our Partners

Working With Our Partners

Marston’sCreated by: Heroes. Brewed by: Marston’s. Enjoyed by: Everyone.

Three members of the Help for Heroes Band of Brothers helped Marston’s create a unique bottled beer to raise funds for their fellow wounded Service personnel and Veterans, marking the start of a growing partnership with Marston’s.

The three injured Veterans went to the Burton-on-Trent brewery in July 2014 to work with Innovations Brewer Genevieve Upton on the recipe. Pete Dunning, ‘Baz’ Whittingham and Si Brown knew exactly what they wanted and, after tasting samples, Genevieve narrowed it down to two beer samples to take away and mix together. In typical Band of Brothers’ no-nonsense-style, Pete, Baz and Si poured the two ingredients together, tasted it and announced “That’s it.”

Help for Heroes Ambassador Si Brown said: “We wanted a modern-tasting ale and Pete, Baz and I all had a definite idea of how we wanted the beer to taste. We hope members of the public, when they are doing their weekly shop, will think about the wounded and pop a couple of bottles into their shopping basket.”

Richard Westwood, Managing Director of Marston’s Beer Company said: “We are enormously proud to be associated with Help for Heroes. Everyone involved in this project has been bowled over by the fantastic work that they do with injured Service personnel. We hope that the beer will raise awareness for the work done by the Charity as well as raising some money.”

The Help for Heroes Ale has been well received. With a 5p donation per bottle and 6p per draught pint it has already raised over £53,000 in the short time since its launch.

The partnership has been embraced by Marston’s landlords and pub staff who have raised over £45,000 through collection tins on the bar, quiz nights, live music evenings, BBQ afternoons and more.

Marston’s has also supported H4H in other areas other than pure fundraising, such as promoting Hero Ride throughout their estate (the first such request they have supported which is testament to the relationship), distributing BBQ for Heroes flyers and in-kind support for the Cricket at the Oval match.

Moto in the Community TrustOur partnership with Moto in the Community Trust (MITC) started in 2012 and employees at Moto have shown tremendous dedication and support over the years. The partnership has been so successful that the Trustees of MITC, Moto’s fundraising arm, voted this year to adopt H4H as its first ever, national charity partner for the foreseeable future. By 30 September 2015, they raised an incredible £700k.

Its regular fundraising efforts include two annual National Collection Campaigns across all their sites when staff and H4H Volunteers join together to bucket collect and a special Armed Forces Day collection.

This year saw Moto staff across the UK cycle an amazing 15,584 kilometres in Hero Ride: The Moto Challenge raising £22,000 – all without moving from the spot! The 24-hour static bike challenge over two weekends was a show of support for the 100 wounded Veterans who rode in this year’s Hero Ride.

Veteran Justin Henderson joined the team at Moto Wetherby to provide inspiration and extra pedal power on his recumbent bike. “Joining the team meant I could get in a bit of extra training,” Justin said, “It was also a great opportunity to chat to people from all over the country, as they stopped off for a break, about how Help for Heroes has supported me on my road to Recovery.”

It was the first time Moto had run an employee engagement piece for all 24hr shift staff and they were delighted with the result. Chairman of MITC, Brian Larkin said: “We are delighted and very proud of all the Moto staff around the UK that took time out of their busy jobs to take on the challenge. We wanted to find a way our staff could support the Help for Heroes Hero Ride and our static bike challenge did just that and engaged our customers too. We look forward to making the Moto Hero Ride Challenge an annual event.”

Annual Report 2015

298,694,204 eggs, raising over £1.2 Million

Working With Our Partners

Working With Our Partners

We would like to thank all those organisations and individuals that supported our Heroes in 2014/2015. The following donated over £5k in the financial year through commercial partnerships, Charity of the Year fundraising, sponsorship, donations, pro bono support or donations-in-kind.

ACS

Aggregate Associates

Alf Turner Ltd

Alison Turvey-Sealey

Andy Townsend

ASDA Stores Ltd

Ashtead Plant Hire Company Ltd (A-Plant)

BAE Applied Intelligence

BAE (Rochester)

BAE Systems PLC

BAM Nuttall Ltd

Barclays Bank PLC

Bibendum PLB Group

Bodybuilding.com

Border Force

Boult Wade Tennant

Bristan

BWA

Cennox Media

Chris Morgan

Claire Quartermaine

Colchester Borough Homes

Cotton Traders Ltd

Dale Carnegie

David Brownlow Charitable Foundation

Debenhams PLC

Denmans Electrical Wholesalers

Dentons UKMEA LLP

DeWalt

Diageo PLC

Dine Group

Disney

Di Williamson

Enid Linder Foundation

Farr & Roberts Ltd

Flying Flowers

Ellen Proudlove

Edward Bodenham

GE

GI Group

Ginsters of Cornwall

GlaxoSmithKline PLC

Gold Key Media Ltd

Goldman Sachs Group Inc

Halewood (Crabbies)

Hermitage Trust

Historic Royal Palaces

Hotshots

Inman Charity Trustees Ltd

Institute of Leadership & Management

James Milner Foundation

Keltruck Ltd

Josephine Brindley

Joules Ltd

Judy Hutson

Kajaki

Kent Blaxill & Co Ltd

Kit Designer

LeasePlan UK

Liz & Terry Bramall Foundation

L J Athene

L’Oreal

Mackenzie Thorpe

March on Stress

Marston’s PLC

Matthew Keightley (Rosebank Landscaping)

Matt Smith

Mediaforce

Mercer Scaffolding & Plant Hire Ltd

Merrell

Mondelez International Inc

Morton Charitable Trust

MotionRides

Moto in the Community Trust

Mr Varde

Mrs B G Kier Charitable Trust

Mrs Gladys Bramall

Nationwide Building Society

N D Smith (Contracts) Ltd

Noble Foods Ltd

Noel Tatt

Northampton Saints PLC

Old Mutual Wealth

Olswang LLP

Otterhouse

Pan McMillan

Pentille Castle

Premier Care in Bathing

Pricewaterhouse Coopers

Qinetiq Group PLC

Reeves Creative Ltd

Reward Connected Ltd

ROAN Charitable Trust

Rook Matthews Sayer

Savills PLC

Scott Gunn

Sherwoods

South Eastern Railways

Stagecoach South Western Trains Ltd

Stirling Motorsports

Swire Charitable Trust

Tennants Auctioneers

Tesco PLC

The Bloomsbury Hotel

The Cadbury Foundation

The Chemistry Group

The Kia Oval/Surrey County Cricket Club

The Money Shop

The Sun

The Yearsley Group

Timberland

Tim Whittall

Tom Gibson

Unite Toyota Branch

Trefoil Trust

Trillium Trust

Vauxhall Motors

Vedder Price

Vodafone Group PLC

WH Smith PLC

William Allen Young Charitable Trust

Wilmington Trust Ltd

Wilsons Law

Wingman Ltd

Wykes Farms Ltd

To partner with Help for Heroes contact corporate@helpforheroes.org.uk

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Help for Heroes Trading

Help for Heroes Trading

Against the backdrop of a challenging retail environment, we have been presented with some challenges, but our focus throughout the year has continued to be maximising sales of our merchandise whilst ensuring that our business is efficient and that the model is right for the future.

MarketingOur strategy of regular and relevant communication with our customers through our quarterly product catalogues, weekly newsletters and social media has continued. The involvement of members of the Band of Brothers and Band of Sisters in our photo shoots to reinforce our calls to action has increased, and video is increasingly proving to be a valuable medium for communicating our messages.

ProductsGreat new product developments have continued throughout the year but particular highlights have been our first ever Christmas jumper and onesie, both of which were hugely popular and sold out very quickly. As we learn more about our customer, we have been able to tailor our product offer even more to suit.

Reaching Our SupportersOnline and catalogue sales as well as our Mobile Events Team, which travels the country, have helped generate a good income, which is donated to the Charity. These are proving to be excellent, efficient ways to spread awareness and raise money. Our retail shops and Debenhams concessions have been a success, but the wider retail environment means we have had to take a decision to close these during 2015/16.

Help for Heroes has now supported over 500

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Help for Heroes Trading

“H4H provide the capacity to fix people. Knowing that I, and the guys I served with, will be able to access support for the rest of our lives is massively comforting.”

Bernie Bambury, H4H beneficiary who took part in a H4H Trading photoshoot

individuals through its Hidden Wounds service to date

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32

6,053total membership of the Band of Brothers and Band of Sisters

Fellowships

97the oldest

recipient of direct H4H

grant

27%rise in number of applications

for individual grant support in 2014/15

Read how we’ve rebuilt lives in 2015!

40%increase of Regular

Giving sign ups in 2014/2015

645classes and courses

were run for beneficiaries in 2014/15

H4H Key Facts and Figures

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33

18 the youngest recipient of a

direct H4H grant

4,473beneficiaries took part in a course

in 2014/15

47h 55mtime taken to complete the London–Paris

Arch to Arc triathlon

3the age of our

youngest fundraiser

This way to the numbers!

9%increase in

income generated in 2014/15

H4H Key Facts and Figures

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Trustees’ Report 2015

This report is for the year ending 30 September 2015 and makes reference to the prior year, being the 12 months ended 30 September 2014.

Strategic ReportThe sections ‘Our Charitable Objects’ through to ‘Risk Management’ represent our Strategic Report.

Our Charitable Objects

Our Charitable Objects remain unchanged and are:1. To assist persons who are currently serving or who have served in the Armed Forces, and their dependants, by advancing any lawful charitable purpose at the discretion of the Trustees and in particular but not exclusively:

• To promote and protect the health of those who have been wounded or injured whilst serving in the Armed Forces through the provision of facilities, equipment or services for their rehabilitation; and

• To make grants to other charities who assist members of the Armed Forces and their dependants.

2. To promote and protect the health of those that have been wounded or injured whilst providing services to, or in conjunction with, and in either case under the direction of the commander of the Armed Forces, in an area of conflict or war and to provide benefits to the dependants of such persons who are in need.

For the purposes of clause two, a reference to the commander of the Armed Forces means the Commander of Her Majesty’s Armed Forces, and his officers, or, where relevant, of any allied military body with whom Her Majesty’s Armed Forces are working during combined operations.

Public Benefit StatementHelp for Heroes (the Charity) works to provide practical, direct support for wounded, injured and sick Service personnel and Veterans. The Trustees have considered the Charity Commission’s general guidance on public benefit and have taken it into account when reviewing the Charity’s aims and objectives and in planning its future activities. The Trustees are satisfied that the aims of the Charity are carried out wholly in pursuit of its charitable aims for the public benefit.

Activities in ScotlandHelp for Heroes is registered as a charity in Scotland (number SC044984).

Help for Heroes provides support to wounded, injured and sick beneficiaries wherever they may be in the UK. For Veterans and Serving personnel located in Scotland and their dependents this may be through the provision of specialised medical equipment, telephone counselling services, or support provided through grants to partner organisations.

We have representatives of our Help for Heroes fellowships and Help for Heroes Sports Recovery Team in Scotland, who run fellowship and sporting programmes respectively.

Help for Heroes also carries out fundraising activities in Scotland and the Group’s subsidiary, Help for Heroes Trading Limited, undertakes frequent profile-raising visits to Scotland.

Missions, Aims and StatementsOur mission is to inspire, enable and support our wounded, injured and sick Servicemen, women, and Veterans, to lead active, independent and fulfilling lives. We want them to be able to fullfill their potential and then to be there for them and their families for as long as they need us to be.

Our aims are to deliver a Recovery-focused service supported with grants to individuals and organisations working to our charitable objects. Our mission and aims require key underpinning infrastructure including Recovery Centres and highly trained staff to deliver services.

Following the completion of the four Recovery Centres, the Group has focused on operating those centres to deliver support and Recovery services to our wounded, injured and sick as well as continuing to provide support to individuals and organisations through our various grant funds. Our progress in meeting key aims during the year is reported under the three key areas of Recovery Delivery, Grants and Championing the Wounded. Our progress in generating the necessary funds to allow us to meet those aims is reported under the headings of Fundraising, Help for Heroes Trading Limited and BmyHero Limited.

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Trustees’ Report 2015

Delivering on our PromiseHelp for Heroes is planning for the future. We need to support a growing number of wounded, injured and sick men and women and their families, many of whom are coping day-in, day-out with increasingly complicated mental and physical conditions.

Between the Gulf War in 1991 and the drawdown of troops from Afghanistan in 2014, over 36,000 individuals were medically discharged from Service in the British Armed Forces.*

New research conducted by King’s College London reveals that the total number of men and women who will need some form of support following Service since 1991 is over 66,090.** This figure takes account of the fact that mental wellbeing issues often take months or years to emerge, and may as a result prove to be significantly higher.

These brave Servicemen and women will not suddenly recover because their wars have come to an end. In many cases, it will take years to rebuild their lives and Help for Heroes is proud to be facing up to this problem. It would be wrong to promise long-term support for re-training, careers, mental wellbeing, direct financial assistance or physical and sporting development if we were not sure we could deliver on it.

The Group has fixed assets of £52.2m. This is predominantly our purpose-built nationwide Recovery infrastructure capable of assisting Veterans, Serving personnel and their families for years to come. This includes three of the four Help for Heroes-led Recovery Centres (Colchester Recovery Centre is not held in the Group’s assets).

The Trustees have designated £6.0m for future capital works and expenditure needed to meet future major repair and maintenance projects.

The Trustees must balance the desire to spend on immediate needs with that of meeting Help for Heroes’ long term promise to the wounded, injured and sick. Therefore, the Trustees continually review and challenge how much money to should be designated in reserves. In the year ended 30 September 2015, Trustees have updated their approach and this is explained in more detail in the Reserves Policy on page 49.

The Trustees have designated £44.5m to helping this growing group of vulnerable people (being all of the Group’s designated funds except the Capital Fund) which comprises the following:

• The money held to cover the future running costs of the Charity are less than 12 months’ costs, when it comes to the costs of providing Recovery Centres and Recovery Services, two years’ running costs (£28.7m) are held. This is done to give a guarantee to our beneficiaries that they will still be supported should income fall until alternative support can be put in place.

• A mental health designated reserve of £4.7m is now held to recognise our commitment to Hidden Wounds and other critical psychological needs.

• A Recovery Projects reserve of £11.1m is held for special major projects that the Trustees wish to invest in, but that can’t be met from a single year’s income.

We want our beneficiaries to be reassured we are focused on both their immediate and future needs. That is why we have designated this money to funding journeys of Recovery that are often long and demanding.

We respect the generosity of the Great British public, and put all funds received to work to ensure we deliver the best support we can both now and in the future.

Every pound has a purpose.

* Help for Heroes Freedom of Information Act 2000 request to Ministry of Defence, 2015. Total number of personnel medically discharged from the British Armed Forces between Jan 1991 and Oct 2014: 36,506.

** King’s College London Counting the Cost study for Help for Heroes, September 2015. Authors: Professor Neil Greenberg and Dr Julia Diehle.

Please go to our Reserves Policy on page 49 for

more information.

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Recovery Delivery

Our Aims During The Year• Complete the roll out of Hidden Wounds.

• Embed effective multi-disciplinary team-working processes across Recovery.

• Complete the roll out of the Recovery evaluation framework with Charity Evaluation Services.

• Continue to analyse what strategic relationships we need and develop plans.

• Further develop then pilot the Recovery Light model by the end of 2015 (to extend our geographic reach).

• Develop a three – five year Help for Heroes Mental Health strategy.

• Work with the MoD to produce a Memorandum of Understanding on data sharing.

Delivering On Our Aims

Hidden Wounds Help for Heroes was awarded £2.7m of LIBOR money in October 2013 to set up an innovative Step 2-based psychological support service, called Hidden Wounds. As of 30 September 2015, 344 people had made contact with our Hidden Wounds service to ask for help. It is encouraging to note that these numbers exceeded 500 in the early months of 2016.

Our Hidden Wounds service was conceived to assist Veterans and military families who are struggling with anxiety, depression and stress, due to the high prevalence of common mental health disorders (CMHD) in this group. The service was activated in phases to allow for a period of review and refinement, ensuring Hidden Wounds is as effective and robust as possible.

Phase one took place in September 2014 and launched from Tedworth House Recovery Centre. Existing members of the Band of Brothers and Band of Sisters Fellowships were the targeted groups. Phase two followed in February 2015 when we launched the service to Veterans and military families across the UK. In May 2015, a second Hidden Wounds team was established at Phoenix House, Catterick. This addition has allowed us to double our capacity in response to the obvious need for this service.

The service continues to be operationally and clinically reviewed to identify areas to improve and develop, such as the assessment protocol, follow-up requirements, both clinical and non-clinical, and data quality and collection. Work is progressing well to develop protocols to support those with alcohol and anger issues with workbooks being developed to pilot in late 2015. A drive on communications and marketing continues to:

• Raise awareness of the service to all Veterans and families of the military community.

• Raise awareness of the service in COBSEO Charities.

• Engage with Local Clinical Commissioning Groups.

• Raise awareness with all other relevant services and organisations who may be able to refer people into the service.

Multidisciplinary Team Working (MDT)We want to ensure every beneficiary that comes to us gets the full benefit from all the services we offer. In essence, this means that whilst they may get in touch seeking career support we will take the opportunity to assess their needs in a holistic way – that is, to look at them as a complete person with unique needs. It’s about delivering the right support at the right time to the right person for the right reasons.

We take MDT working very seriously, recognising it is an essential part of what we do to rebuild the lives of our beneficiaries. Historically, the Charity did not grow with an MDT model in place. Therefore, we view it as a change programme, which allows us to develop a common operating model to deliver a Recovery pathway for our beneficiaries that is consultative, intelligent, iterative, person-centred and holistic. MDT working also allows us to make optimal use of Recovery staff expertise and opportunities.

The key operational strands that allow for good MDT working are: integrated staff planning and decision making; appropriate information sharing and record keeping; exploitation of new or existing IT as enabling tools; and development of efficient and effective working practices around a H4H key worker (beneficiary case management system).

At all stages of this programme we fully respect the beneficiaries’ right to privacy and their optional choices to engage in any Recovery support or activities. As such, we adhere fully to all the statutory directives of both the Data Protection Act and the Caldicott Principles.

Charity Evaluation Services (CES)In 2014 we worked with the Charity Evaluation Services (CES), part of the National Council for Voluntary Organisations, to help us develop a suitable monitoring and evaluation approach to further evidence our impact on the lives of the wounded, injured and sick and their families.

CES assisted our development of a robust high-level theory of change to describe the activities and support offered in Recovery and their intended outcomes. From this, a data collection evaluation framework was developed consisting of two tools: a questionnaire and an interview schedule.

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These tools were trialled on new beneficiaries accessing support from the Support Hubs, so that we could measure the outcomes of our services over a three-month period. This means we are able to accurately measure the impact we have on our beneficiaries and make our services better.

An early review of pilot data took place in July 2015 and guidance was provided by CES on refining our data collection techniques.

Following the lessons learned during the pilot phase and to reflect the new service delivery within Recovery we have updated our evaluation tools. We will go live with additional data collection to enable us to more fully monitor our outputs and outcomes.

Strategic Relationships During the course of the year we have developed or consolidated a number of strategic relationships with other organisations and charities to enable us to deliver direct practical support for our beneficiaries.

The key strategic partnerships for H4H continue to be with the MoD and the Royal British Legion within the Defence Recovery Capability (DRC). H4H have also convened a mental health round table group to define a best-in-class Veterans’ mental health service; this has gained a great deal of traction and includes NHS England, King’s College London, the Royal British Legion and Combat Stress. NHS Scotland and Wales have also asked to be represented and planning continues. The Royal Foundation has invited the mental health round table group to represent the Veteran cohort in their work over the next 5 years to change national perceptions across society about mental health.

We are delighted to be working with the Invictus Games Foundation and we will train, equip and select the British Armed Forces team for the Invictus Games in Florida in May 2016, working in partnership with the MoD and The Royal British Legion. As of 30 September 2015, 450 men and women had registered their interest in taking part, already more than double the number of people who came forward for the inaugural games in London 2014.

We have also cemented working relations with other charities who are the subject matter experts in their field. For some of these organisations we provide significant grant funding to enable them to provide expert support to our beneficiaries.

Recovery Outreach H4H has a regional structure located around our four Recovery Centres, which are all based in England. In very simple terms: Catterick covers Northern England, Scotland and Northern Ireland; Colchester is responsible for the East of England; Tidworth leads on central England and London; and Plymouth is responsible for the South West and Wales.

The take up of H4H Recovery services is less in Scotland, Wales and Northern Ireland. This is not unexpected, and is validated against Grants figures for the year. The development of a Recovery Outreach capability managed from the Recovery Centres based on regional responsibilities will improve service delivery in Scotland, Wales and Northern Ireland, ensuring more beneficiaries across the UK can access support – regardless of how close to a Recovery Centre they might live.

Mental Health Strategy Key players in the Veterans’ mental health arena have attended meetings to identify weaknesses and gaps in current provision and to establish how H4H might utilise its trusted brand and resources more to affect positive change. These meetings have been very positive and options for a future collaborative strategy are emerging.

Memoranda of Understanding with Armed Forces Service Branches A Memorandum of Understanding is required for each of the Armed Services, as each controls the data of their branch personnel on behalf of the Ministry of Defence. The Ministry of Defence acts as the overall Data Processor for the three services and is registered with the Information Commissioner’s Office as such.

Sharing of such information enables both Help for Heroes and the Armed Forces to process personal and welfare data on serving wounded, injured and sick personnel in a compliant, lawful and secure manner. Ultimately, this helps us work better together, improving the support provided to each individual beneficiary. The amount and types of data shared is strictly limited to that required to provide the basic duty of welfare support and care for serving residents at the Recovery Centres.

Help for Heroes signed a Data Sharing Memorandum of Understanding with the Army in May 2015, the Royal Air Force in August 2015 and the Royal Navy in October 2015.

A full IT security audit was completed in 2014 and this provided the baseline for any upgrades in 2015/16. The further we strive to achieve compliance with ISO 27001, the greater the levels of confidence we build with all our partners. This programme, therefore, also reduces our risk in this strategic and vitally important area.

Help for Heroes employs a full-time Data Protection Officer to oversee this programme. Their role, amongst other tasks, is to ensure full compliance by all partners in relation to the security and management of all data.

Our Aims For The Coming Year• To assist the co-ordination of Recovery efforts across the sector, partnering with other charities and organisations

• To ensure that Help for Heroes achieves optimum impact in the Veterans’ mental health arena through collaborative working and the ongoing roll-out of Hidden Wounds.

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• To continue to critically review and improve policies and procedures of our Recovery activities including embedding a model of Multidisciplinary Team working across Recovery

• To continue to improve the delivery of Recovery throughout the regions of the UK. To put in place, and effectively market, a comprehensive training curriculum that clearly sets out the training opportunities available to our beneficiaries at each centre.

• To support H4H beneficiaries competing at Rio in 2016 to ensure their stories inspire the next generation of wounded, injured and sick serving and Veteran athletes.

• To ensure we continue to get the best at the fairest price while maintaining the quality of our delivery and the dynamism and innovation in our team.

Grants

Our Aims During the Year• To provide effective, timely and impactful grants balancing support for the Recovery Centres, support for our charity partners and

individual support for the wounded, injured and sick (WIS) and their families.

• To identify and evaluate further major capital and strategic projects.

Delivering On Our AimsOur support continues to develop in terms of grant awards and strategic reach. We look to award grant funds to partners who can complement and enhance the services offered at the Recovery Centres.

Support to our charity partners is wide and varied as illustrated below:

The Gurkha Welfare Trust – Emergency AidFollowing the devastating earthquake in Nepal in April 2015, which killed 8,900 and injured 22,000, Help for Heroes provided £100,000 to support Gurkha Veterans and their families who served with the British Armed Forces. These funds were awarded within three days of the initial earthquake.

Wiltshire Wildlife Trust – Wildlife Connections ProgrammeHelp for Heroes provided a grant of £30,000 to enable Wiltshire Wildlife Trust to run a three-year Wildlife Connections Programmes for our WIS and their families on nature reserves in Wiltshire based from Help for Heroes’ Recovery Centre in Wiltshire, Tedworth House.

Worldwide Volunteering – Opportunities in VolunteeringGrant funding of £100,000 will enable Worldwide Volunteering to continue to run their volunteering programme in the North West and South West of England and in Scotland. The programmes are specifically tailored to suit the needs of our WIS. During the year Worldwide Volunteering have identified 126 new beneficiaries who need support.

King’s College London – Research to establish long-term needGrant funding of £100,000 enabled King’s College London to provide research that will help the Charity and others plan for the long-term support of our WIS.

CHICKS – Children’s Respite BreakA week-long respite break was enjoyed by children of our WIS thanks to funding provided to children’s charity CHICKS, this directly provides support to our Band of Brothers and Band of Sisters.

The Quick Reaction Fund In addition to large and small grants to other charities we continue to develop grant making to individuals through our Quick Reaction Fund (QRF)

The QRF is centred on meeting an immediate need, quickly, and this remains a key focus for Help for Heroes. Between 1 October 2014 and 30 September 2015 we have supported 1,120 cases totalling in excess of £1.5m.

Our individual grant giving helps our WIS and their families from any conflict. It is wide reaching and focused on supporting our WIS during their Recovery journey to bridge the transition from Service. For example, in 2015 we provided a grant to support a homeless Veteran into temporary housing and enabled him to re-train vocationally in order to build a sustainable career.

The designated Recovery Services reserve includes 12 months of anticipated future grants to provide protection against any short-term income volatility.

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Our Aims For The Coming YearThese remain unchanged from the previous year as:

• To provide effective, timely and impactful grants balancing support for the Recovery Centres, support for our charity partners and individual support for the WIS and their families.

• To identify and evaluate further major capital and strategic projects.

Championing the WoundedIn addition to the practical delivery of Recovery programmes and financial Grants, charitable activity also includes championing the wounded. From the outset, Help for Heroes has given a voice to thousands of men and women whose needs and concerns may not have been recognised by wider society.

As some conflicts draw to a close and new ones emerge, the Charity’s ability to speak up for the WIS, and their families, is increasingly important.

Our Overriding Aims• To represent the needs of the WIS to the public and other organisations.

• To make use of Help for Heroes’ high public profile to raise awareness of needs and issues that are not yet being adequately addressed.

• Maintain Help for Heroes’ resolute non-political position by focusing on the needs of the WIS without resorting to political campaigning or lobbying.

Our Additional Aims in 2015In addition to our overriding aims, in 2014/15 we planned to:

• Complete an academic study into the number and needs of the WIS.

• Run a smaller scale follow up to the Invictus Games in 2015 to ‘bridge the gap’ to the next official Invictus Games in 2016.

• Communicate faithfully and frequently the stories of our beneficiaries and their loved ones.

Delivering on Those Aims

Counting the CostThroughout 2015, thousands of British personnel have been deployed around the World. The Secretary of State for Defence, Michael Fallon MP, listed just a few of those deployments in an interview on the BBC Radio 4 Today Programme as follows: 700 sent to Sierra Leone to battle the Ebola virus, 600 in the Gulf to counter ISIS, 1,200 British Personnel on the Falkland Islands, 500 still in Afghanistan (*). In addition, RAF Tornado and Typhoon crews based in Cyprus have been flying frequent combat sorties into Iraq.

Therefore the country continues to place high demands on our Armed Forces at home and abroad, while the full consequences of our recent conflicts are not fully understood.

In 2014 Help for Heroes funded a year-long academic study from King’s College London entitled Counting the Cost. The study, which has been made freely available to charities, Government and all partners quantified for the first time the total number of men and women who will need our support in the years to come as a result of their Service between the 1991 Gulf War and the start of the battle against ISIS in October 2014.

This work, presented to politicians, charity partners and supporters in January 2016, established that:

• Between 1991 and 2014 757,805 men and women served as regulars in the British Armed Forces.

• Of these a minimum of 66,090 will definitely need support with physical, mental or other welfare needs.

• However, as many as 83,306 may need support at some point.

• 36,506 have already been Medically Discharged.

A full copy of the King’s Counting the Cost report is available from Help for Heroes, and we are using the findings to campaign for the needs of our beneficiaries, to plan the scale of support we seek to provide and to coordinate Recovery work with partners based on a common view of the number of people who need our help now and in the future.

(*Source: BBC R4 Today 24 March 2015)

Trustees’ Report 2015

Find out how Help for Heroes Recovery

offers support from page 14 onwards.

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40

Invictus GamesHelp for Heroes was delighted to be invited by the Royal Foundation of the Duke and Duchess of Cambridge and Prince Harry and the MoD to train, equip and deliver the British Armed Forces team competing in the inaugural Invictus Games in London in 2014. This invitation has been extended again for the forthcoming 2016 Invictus Games in Orlando, Florida and preparation is already underway. For this reason, we did not hold a games event of our own in 2015.

Giving our Heroes a VoiceIn 2015, Help for Heroes has given in excess of 100 wounded, injured or sick Veterans or Serving Personnel and their families the chance to tell the Nation their story in their own words on the TV, radio, in newspapers and online.

The Charity recognises that a key step towards Recovery is often made when those who we support feel confident to talk about what they have been through with one another, and in some cases to a wider audience.

It is vitally important that as public memories of past conflicts fade and as new conflicts emerge, all those who suffer as a result of their Service are given a fair chance to have their say about the issues that affect them and their loved ones.

Our Aims for the Coming YearIn addition to our overriding aims stated in this section, in 2015/16 we aim to:

• Form a Coalition of the Willing to take forward the Counting the Cost work we started with King’s College London.

• Begin a project to de-stigmatise the area of military mental health, alongside our charity partners.

Fundraising

Our Aims During The Year• Continue to define a sustainable income mix, whilst deepening the existing relationships across corporate and brand partnerships

focusing on ‘fewer, better, bigger’. Similarly, develop a thorough and attractive offering to partners to encourage participation and concurrently create a Special Events team to fully exploit opportunities with Help for Heroes-led events.

• Develop further the Regular Giving strategy and for this to become the key income generation theme pan-Charity, whenever we engage with our supporters. The development of a staged engagement process, a focus on the supporter journey and a ‘give later’ legacy opportunity running alongside the ask.

• Establish major donor and ‘Friendly Forces Club’ philanthropy programme with various giving levels to create strong, bespoke, multi-year giving relationships with an emphasis on recognition of support.

Delivering On Those AimsWe have introduced the Sign up and Support campaign under which we recruit our H4H Friends, both regular donors and those that pledge to leave a gift in their will. This sustainable income approach is designed to develop and secure a predictable income stream, long term. The retention programme has been developed, alongside engagement opportunities with our Friends. Our number of regular donors has risen threefold and our number of confirmed pledgers has quadrupled.

The London office, which Barclays kindly donated, has continued to develop and we have attracted a number of significant and strategic corporate and brand partnerships this year. In line with our ‘fewer, bigger, better’ philosophy we have deepened and re-focused on many existing relationships, who are now committed to support the Charity longer term. We have launched the philanthropy initiative; Friendly Forces Club, which is building well and engaging with major donors over a multi-year spread.

Brand Partnerships have focussed on investing in relationships with potential for growth and identifying partnerships with capacity for long-term support. We also engage their customers and staff with more Help for Heroes events and challenges.

Whilst delivering a large-scale and impressive Hero Ride 2015 with 11 national rides converging on Windsor in June, the Events and Challenges Team have sought to refine the offer to ensure maximum participation in a variety of high-profile fundraising events, worldwide. Dubai, Hong Kong and Singapore continue to support the Charity with exclusive dinners, whilst the London supporter base and Yorkshire contingent held hugely successful events to support the fundraising effort. Over 90 Events and Challenges were offered throughout the year to achieve an ambitious fundraising target in this area.

We have developed a framework for Ambassadorial engagement to cultivate relationships with high-profile individuals across numerous industries who will champion the work of Help for Heroes to their networks and audience. We aimed to implement and formalise an agreed engagement pyramid, introducing the concept of Celebrity and Industry Ambassadors and appointed carefully selected and appropriate individuals to these roles.

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Income has increased again from last year, mainly due to the expansion of existing income streams, investment in effective areas and focus on the relationship with our partners and supporters.

We have remained committed to our volunteer army and have put significant work into investing in volunteer retention. We utilise their incredible commitment to continue to spread the vital Charity message and engage with the public.

Our Aims For The Coming Year• Continue to promote the Sign up and Support campaign across all supporter channels to proactively recruit Friends. Embedding

Friends as the underpinning income theme across the Charity. Concurrently, work on the growth of payroll giving and raise awareness of the importance of legacy income to the Charity by developing our messaging around Give Later.

• To accelerate the pro-active approach in business development to attract new large, and long-term corporate partnerships, whilst deepening and expanding existing relationships with closer working and collaborative partnership development. To develop The Friendly Forces Club into a sustainable philanthropy income stream, with support at various levels. To begin to focus on larger, six figure grants from Trusts and Foundations.

• Events and Challenges will continue to review and evaluate effective fundraising opportunities that suit our wide support base, retain a high-profile and unique edge, whilst striving for excellence within the participant journey.

• To continue engaging with high-profile people and build on our Ambassador Programme.

• Maintain the significant efforts to develop and nurture our highly successful and committed volunteer base and encourage new volunteers to enhance and support our fundraising efforts.

Help for Heroes Trading LimitedOur Aims During The Year

To continue to increase charity income and awareness by:• Opening more stores in key locations around the country.

• Driving our web business by launching a new website that will provide much improved design and functionality, and continuing to focus on growing our database.

• Continuing to review and improve the way we work.

Delivering On Those Aims

• As mentioned on page 30, we have refocused Trading on catalogue and online channels. A decision was taken to close the shops in 2015/16.

• We have carried out some in-depth exploratory work to determine our future e-commerce needs and continue to work towards identifying the most suitable and cost-effective solution. Meanwhile we have made improvements to our current website to enhance aspects of its design and functionality.

• We have reviewed our ways of working and made improvements throughout the year across all departments, at the same time focusing on improving productivity through team-building activity.

Our Aims For The Coming Year

Continue to increase Charity income and awareness by:• Continued focus on ensuring our business model is as efficient and profitable as possible,

necessitating a shop closure programme and focusing on other ways to raise awareness and funds through Trading activity.

• Ensuring that our product offer continues to meet the needs of our supporters, whilst capitalising on the key Christmas trading period with a strong gift offer.

• Continuing to talk to our existing supporters about new and relevant product lines, and encouraging new customers to sign-up to our newsletters.

To find out how the Trading company supports our work turn to page 30.

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Trustees’ Report 2015

BmyHero LimitedOur Aims During The Year

• To make the transition to alternative providers as smooth as possible. BmyCharity will continue to trade throughout the year ending 30 September 2015 and is expected to cease trading by 31 December 2015.

Delivering On Those Aims

• Good progress has been made with the closure of BmyCharity. Communication with all partners is complete. No new events are being registered although donations continue to be accepted for registered events. The relationship with JustGiving and other providers is strong and is delivering good levels of donations and Gift Aid.

Our Aims For The Coming Year

• To complete the closure of BmyCharity on 31 December 2015.

Financial Review of the YearThe Group structure as at the date of signing the accounts was as follows:

During the year under review the Group generated total income of £41.0m (2014: £37.5m) and costs of generating income were £13.3m (2014: £11.7m) leaving net incoming resources available for charitable activities of £27.7m (2014: £25.8m).

IncomeThe Group generates income through fundraising activities, including donated services, as well as trading activities and income from investments and cash deposits.

0

10

20

30

40

50

£14.2m

£19.6m

£45.7m £46.6m

30 Sept 2008 30 Sept 2009 30 Sept 2010 30 Sept 2011

£40.6m

30 Sept 2012

£m

30 Sept 2013

£40.6m

£33.9m£37.5m

30 Sept 2014 30 Sept 2015

£41.0m

Help for Heroes164 people

Help for HeroesTrading Limited

78 people

Help for HeroesRecovery

153 people

Help for HeroesDevelopment

Company Limited

BmyHeroLimited

Annual Report 2015

43

Income showed an increase of £3.5m to £41.0m (2014: £37.5m).

2009 and 2010 saw some of the most intense fighting in recent British military history, during which the Charity received unprecedented support from the British public.

Increased income in 2014 followed a period of investment in the Income Operations team.

The Trustees are pleased to report that this upward trend has continued again in 2014/15. Income in the year included some one-off large items, in particular the moving Poppies at the Tower art installation (£1.3m) and Hidden Wounds funding from the Government LIBOR funding scheme (£3.0m).

Voluntary income for the year was £29.4m (2014: £26.0m) and included donated services and facilities of £1.6m (2014: £0.5m).

Also included in voluntary income is £7.6m (2014: £8.1m) from legacies.

Bike rides and challenges continued to be an important source of funding: income remained in line with last year at £3.1m (2014: £3.1m).

Trading income grew by £1.0m to £7.9m thanks to an increase in income from Commercial Partnerships and shop openings.

Cost of Generating FundsTotal costs of generating funds for the year were £13.3m (2014: £11.7m). The constituent parts of this were £5.3m (2014: £4.5m) for generating voluntary income, £1.1m (2014: £1.1m) of costs for bike rides and other challenges and £6.5m (2014: £5.9m) of trading costs. After consolidation, incoming resources (i.e. turnover) from trading activities was £7.9m (2014: £6.9m), generating a net contribution of £1.4m (2014: £1.0m).

The trading business generates a substantial profit for the Charity. Generating those profits incurs costs: principally in buying high-quality products to sell and in running our trading operation. We continually monitor the trading business to ensure these costs generate profits, and to this end there are more volunteers working in our retail outlets than there are paid staff.

The planned strengthening of the Income Operations team, begun in the prior year, continued this year. The Trustees are pleased to see an increase in income following this investment.

The Group’s support functions as detailed in note 6, remain a vital resource to both generating funds and to delivering against our Charitable Objects. These costs have risen in the year as the Group has continued to invest in essential infrastructure.

The Trustees always remember that every pound must have a purpose and are satisfied that expenditure on support functions is proportionate to the need and size of the Charity. The value for money section overleaf gives further detail on what Trustees do to maintain focus on this area.

Cost of Charitable ActivitiesAs explained within the Trustees Report, charitable activities are split into three areas in line with our Charitable Objects. These are reflected within the Cost of Charitable Activities as £3.3m (2014: £5.5m) of grants made, £20.6m (2014: £15.5m) of costs incurred to deliver Recovery services and £0.9m (2014: £0.7m) of costs incurred in Championing the Wounded. Note 10 of the accounts provides further detail of the Cost of Charitable Activities.

The main driver in the increase in Recovery Delivery costs is the number of employees, which have increased once again this year. This reflects the increase in services provided, in particular the Hidden Wounds psychological support service and increased regional support.

As noted above within Cost of Generating Funds, the Group’s support functions provide essential resources to enable the delivery of Charitable Activities. The complex needs of beneficiaries, which are different for every individual, demand complex IT solutions to coordinate and manage. Similarly, as the Recovery functions have grown, so have their demands on Group facilities, HR, finance and management. These are essential to deliver to our beneficiaries in a professional way.

SubsidiariesSummary results of all consolidated entities are shown in note 13 of the accounts, Investments in Subsidiaries.

Help for Heroes Development Co Ltd managed the remaining capital works for the Charity’s Recovery Centre development programme.

Trustees’ Report 2015

To discover some of the challenges our supporters

took on this year, go to page 27.

Annual Report 2015

44

Trustees’ Report 2015

Value for MoneyTo ensure that every pound is put to the best possible purpose, we carefully consider which initiatives will deliver the best outcomes for our beneficiaries. We also take into account that Help for Heroes’ growing responsibilities mean the Charity must also invest in staff and infrastructure.

Our wounded and their families have given up so much – they deserve the best support, and Help for Heroes needs the very best people to provide it. As a result, we must pay enough to attract and retain skilled staff, many of whom have a range of professional qualifications in areas ranging from psychological support to sport and occupational therapy. Similarly, in order to raise enough money to deliver everything required, we need the right calibre of people and the right IT systems in place.

We employ many Veterans or people who have close links to the military. We believe this helps us better understand the needs of our beneficiaries.

The duty we owe to our beneficiaries and supporters to make sure ‘every pound has a purpose’ is met by a constant focus on value for money as set out below.

Fundraising Ratio The Trustees are pleased that The Fundraising Ratio of Help for Heroes Charity has remained below 20%. In other words, over 80p in every pound raised is used to support our beneficiaries.

The details of this ratio are shown below:

2015 £’000

2014 £’000

(Restated)

Total incoming resources 33,659 31,595

Net incoming resources available for charitable application

Add back investment management costs

Net incoming resources before investment management costs

26,741

329

27,070

25,584

265

25,849

Fundraising ratio 19.6% 18.2%

The public remain highly committed to Help for Heroes and continue to give generously. However, the effort involved in generating our income has increased in the year, continuing the trend from 2014. The Trustees’ strategic decision to invest further in generating income continued in the year following the lower profile of our wounded, injured and sick in the media. Charity incoming resources in 2015 increased by £2.1m (6.5%).

The Trustees continue to benchmark the fundraising ratio against other charities. When compared against the Top 10 Brand Index charities, Help for Heroes remains in the targeted bracket of the second or third quartile. To put this in context, these charities have incomes of between 2.2 and 6.9 times more than Help for Heroes, with the associated efficiencies of scale.

Few charities publish this ratio, or charity only statements of financial activity. Therefore, calculating reliable benchmarks is often difficult and can be complicated by different fundraising methods. The inclusion of trading activity in consolidated accounts means that the costs of that activity (which generate a profit) impact on the fundraising value. The Trustees have again published this ratio but its use remains under review and the ratio must be viewed in a wider context of fundraising strategy.

It costs 19.6p to generate £1 of income for

Help for Heroes Charity.

Annual Report 2015

45

Trustees’ Report 2015

Cost EffectivenessA review of cost effectiveness was initiated in the year, with the aim to review significant areas of expenditure and to identify if:

• There are potential alternative operating models that might generate savings, whilst maintaining service levels to beneficiaries.

• Controls, processes, policies and approval levels are appropriate and if not, make recommendations.

• Head count by area is sufficiently justified by outcome and if not, make recommendations.

• There are multiple suppliers supplying similar products/services and any scope for procurement savings.

• There are improved ways of measuring operational effectiveness and efficiency including key performance indicators/measurement of outcomes for beneficiaries.

During the year• As explained in the Chairman’s and Chief Executive’s reports, the Trustees are moving towards a simpler structure on 1 April 2016. This

will include all charitable activities being delivered from just one charity. This simpler structure will give a greater focus on the needs of beneficiaries in everything we do.

• Key policies in the area of cost control have been reviewed and strengthened.

• The process for approving recruitment has been reviewed and strengthened.

• Savings have been made through improved procurement procedures for gas, insurance and IT.

• A two-year project with the Charity Evaluation Service has progressed, which will deliver the tools to improve measurement of outcomes to beneficiaries.

This initiative is ongoing and is being embedded into the Help for Heroes long-term strategy. Trustees are reviewing a three-year strategic objective to prove efficient, effective and compliant delivery. This strategic objective will include:

• Ongoing improvement in measuring outcomes to beneficiaries, including measuring units of output and identifying the costs associated with them.

• New ways of working within Recovery to deliver to our beneficiaries in innovative ways.

• Further focus on opportunities for improved procurement.

• Continual challenge of how we work to identify areas of potential saving including further use of external benchmarks.

RemunerationWe recruit people who are passionate about the cause and this allows us to get the right people below market rates. However, whilst salary is not the main driver for our people, we can’t ignore the fact that we must recognise the skills and abilities of professional, qualified Recovery staff, and charity staff, or we will be unable to continue to deliver the level of support we provide to our wounded, injured and sick.

The Remuneration Committee is responsible for setting senior management salaries, having taken into account the dynamics of the local area and similar organisations. The Remuneration Committee is also responsible for ensuring a similar process is undertaken by the Human Resources department for all staff.

During the year, a significant exercise was undertaken to allocate all roles into grades and to benchmark every salary. This has demonstrated that salaries are often below market rate and given that staff turnover should be carefully controlled, the Trustees have agreed that within an overall budget of 2% of payroll non-senior management salaries can be adjusted towards market rates from 1 October 2015.

The salary levels of those paid above £60,000 per annum are benchmarked against other charities. When compared against the other top 10 charities in the Charity Brand Index, Help for Heroes are in the lowest paying quartile (calculated by number of people paid above £60,000 and the average salary per employee over £60,000). When compared on the same measures with other military charities (COBSEO Confederation of Service Charities – executive members), Help for Heroes is in either the second or third lowest paying quartiles.

Please see the Employee section on page 47 for more details.

The Chief Executive Officer has once again waived his right to royalties for artwork, design and logos that he owns. The value of the waived royalties are £59,300 (2014: £61,000).

Annual Report 2015

46

Trustees’ Report 2015

Financial OutlookThe increase in income in the year reflected once again the generosity of donors to Help for Heroes.

The recent Counting the Cost research by King’s College London, explained in the Chief Executive’s report, shows that over 66,090 Service personnel and Veterans will definitely need support and that over 83,000 are likely to need support from Help for Heroes. This support is long-term and may be required at any time in a beneficiary’s life. This makes a clear case for ongoing and sustainable income.

Following the fall in income from 2011 to 2013, there have now been two years that have shown increase in income. The Trustees regard this as the successful outcome of the strategic decision to invest in generating income. However, although our Armed Forces remain active on multiple worldwide operations, the Trustees remain realistic that the public perception may be that the need has gone away and are therefore planning for the scenario that income may fall.

The result is the revised reserves policy (p49), which ensures Help for Heroes can deliver on our promise in the event of a drop in income, plus an ongoing drive to generate long-term income including regular giving and legacies.

It is anticipated that the Trading company will continue to make a significant contribution. However this is likely to be through a focus on web-sales of product and corporate partnerships.

Risk ManagementThe Trustees continue to prioritise risk management as an area for focus. The Risk Committee is now well established and Trustees are satisfied with the increased focus placed on risk by senior management, which has been delivered with dedicated management resource, a focus on documenting risk and ensuring mitigating controls are in place.

A Group Risk Register is maintained by management and this is prioritised and presented to the Risk Committee for further review including an assessment of any controls in place to address risks. Risks are prioritised according to their probability and potential impact, then adjusted for the effect of mitigating controls. A member of senior management is assigned to each risk area.

Significant areas of risk continue to be reviewed and updated and are deemed to include:

• Health and safety risks arising from Recovery delivery particularly at our Recovery Centres. These are managed through detailed policies and procedures with the implementation being monitored both actively (compliance/audits) and reactively (accidents and near misses) by a competent employee.

• The need to ensure that beneficiaries are safe from harm. This is done via extensive safeguarding procedures and policies (created with external advisor input). The capability of staff as well as the adequacy of operating procedures and training is regularly reviewed. All activities are risk assessed, and assured against the criteria of: safe place; safe people; safe equipment and safe subject.

• Public liability risk that a third party or their representative, participating in an event either promoted by The Charity or organised in support of it, may bring a lawsuit following death or serious injury as a consequence of their participation. The identification, elimination or management of risks at events is given priority by our Supporter Relations Team. In addition, substantial public liability insurance is maintained.

• Reputational risk that adverse publicity may lead to fewer beneficiaries coming forward to receive support, or a reduction in future donations which enable us to deliver support. This is primarily managed by continually checking to ensure that everything that Help for Heroes does is in accordance with our Charitable Objects; this is done by a formal process of approval for eligibility, grants and new areas of activity. The Charity tries to ensure that our beneficiaries’ voices are heard and that reporting of the charity’s work is fair and accurate.

• Fraud risk that The Charity suffers financial loss as a result of fraudulent activity. Strong internal controls are maintained, including the control of donations and management of who may represent Help for Heroes. In addition, dedicated Internal Audit and Income Protection teams ensure controls are regularly reviewed and that any areas of suspicion are swiftly investigated.

Annual Report 2015

47

Trustees’ Report 2015

Structure, Governance and ManagementThe Charity was incorporated on 6 September 2007, registered with the Charity Commission on 20 September 2007 and launched on 1 October 2007.

The following sections explain how the Charity and the Group are governed:

Governance StructureThe Charity currently has a board of eight Trustees, all of whom are members of the Charity. The board aims to meet a minimum of four times a year. Formal minutes are taken and papers are circulated before each meeting.

The board is supported by committees, of which five operated during the year:

• Audit, Finance and Legal.

• Grants.

• Investment.

• Remuneration.

• Risk.

Each committee has an appointed Chairman and written terms of reference. Further information on the committees is provided in the Legal and Administrative Details section.

The boards of the other members of the Group, including Help for Heroes Recovery, meet through the year and provide reports to the Charity board.

The Senior Management Team of the Group meet monthly. Its structure and composition is reviewed by Trustees at their board meetings. These Senior Management Team meetings are minuted with actions and decisions documented for scrutiny by Trustees if required. The Trustees ensure regular communication with the Senior Management Team and monitor the performance of the Senior Management Team by:

• At least weekly conversations between the Chief Executive and the Chairman.

• Attendance at board meetings by the Senior Management Team as appropriate.

• Senior management attendance at Trustee committees in line with their responsibilities.

• Trustee visits to Help for Heroes facilities.

Proposed Group RestructureAs noted in the Chairman’s and Chief Executive’s reports, the Trustees have considered how the Group should be structured to best deliver on our promises. The board have agreed that the Group structure should be simplified and therefore from 1 April 2016 the activities of Help for Heroes Recovery will be transferred into Help for Heroes (the parent charity).

TrusteesThe Charity aims to appoint Trustees with a broad range of skills and backgrounds and, as a minimum, would expect representation from the Services and the professions. All Trustees are issued with induction papers covering their roles and responsibilities and relevant governance updates are available as and when required.

EmployeesAs noted on p45 (Remuneration), a significant exercise was undertaken in the year to allocate all roles into grades and to benchmark every salary. This has allowed roles to be compared across functions and benchmarked. The exercise has demonstrated that salaries are often below market rate and given that staff turnover should be carefully controlled in order to deliver the best support to beneficiaries, some corrections have been made from 1 October 2015.

A full staff survey was conducted for the first time in the year by a third party. This has allowed Trustees and management to understand how better to address employees’ needs and to set a benchmark for future years to monitor progress in staff satisfaction. The staff survey showed that staff engagement was high but that benefits (largely non-financial such as annual leave) and communication were below expectations. Trustees are involved in the action plan to address the findings of the survey.

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48

VolunteersVolunteers are vital to the success of the Charity and form an integral part of its achievements both from within the Charity’s Tidworth office and across the country. The volunteers in the Charity’s Tidworth office have always been on hand to ensure that supporters are able to contact someone who shares their passion and commitment. Nationally, volunteers provide help and information at a local level to anyone looking to donate or fundraise. As at 30 September 2015 we had:

• Over 250 County and Local Coordinators who give six to eight hours per person per week on average.

• Over 1,700 volunteers who give one hour or more per person per week on average.

Grants PolicyOur grant-making policy aims to achieve our charitable objects. It is underpinned by what we have termed the ‘360 Degrees of Support’ that places the wounded at the very heart of what we do (see page 38). Accordingly we are working to a) provide the ongoing physical infrastructure to support the wounded, injured and sick and their families and b) provide further support through our strategic Armed Forces Charity partners.

Mindful of our duty to monitor the proper application of each grant we make, we believe we can be most effective by making a small number of high-value grants to specific projects with a tangible outcome together with a number of grants to smaller service charities that may otherwise find fundraising difficult. All grants awarded have agreed outcomes so that we are able to effectively measure the impact of our funding.

In addition to making grants to other charities, we also provide grants to individuals and their families direct through our Quick Reaction Fund managed by the Grants Team at Help for Heroes. All grant requests for individual support are assessed on a case by case basis. This enables us to work with the individual to understand the wider needs behind the request. Using our experts within Help for Heroes Recovery Services, we ensure that our grant funding isn’t just a ‘quick fix’ but enables increased resilience along the Recovery journey.

We also work closely with our partner charities to share the costs of these grants where possible.

Requests for grant funding from third party organisations are made through our online Grants Management System available on our website. The Grants Team manage the applications, produce papers for the regular Grant Committee meetings and ensure that grant recipients are reporting regularly on outcomes and impact of our funding.

Trustees’ Report 2015

Annual Report 2015

49

Reserves PolicyReserves are held in order to make sure we can deliver on our promises to the wounded and their families. The majority of our reserves are in designated funds for specific Charitable activities. Trustees believe that given the ongoing needs of our beneficiaries, it is essential to consider what would happen were income to fall. Help for Heroes has committed to what is often long-term support and this demands a degree of reassurance that we can honour that commitment.

The Trustees have reviewed the reserves policy in the year and have made some changes in order to best reflect the need for the reserves. The revised policy is explained below:

Restricted FundsRestricted funds comprise funds which are to be used in accordance with specific restrictions imposed by the donors of the funds. Generally, restrictions relate to a specific Recovery Centre or area of Recovery.

Designated FundsThe overarching principle applied when designating reserves is that should funding come to an end, sufficient time is available to either:

• Find replacement income; or to

• Find alternative organisations to provide the necessary services; or to

• Smoothly close services down.

Specifically designated reserves are as follows:

Recovery CentresHelp for Heroes have made a commitment to provide facilities at our four centres for a minimum of 10 years. The Trustees have judged it would take two years to transfer these facilities to other providers should the Charity no longer have the income to run them. This reserve is therefore set at a level of two years’ running costs, plus anticipated legal and one-off costs associated with such a transfer.

Recovery ServicesIn addition to the running of the centres themselves, a number of Recovery services operate on a national level and are considered critical to delivering on our promise. These include Sports Recovery, Band of Brothers, Band of Sisters, Welfare, Grants, Psychological Wellbeing, Health & Physical Development. Many of these services have projects and activities that include arrangements with external parties. The Trustees have judged that it would take two years to transfer these facilities to other providers should the Charity no longer have the income to run them. This reserve is therefore set at a level of two years’ running costs.

Mental HealthMental Health is of strategic importance to Help for Heroes. The Hidden Wounds programme that was funded by a LIBOR Grant* included a commitment to continue the programme for three years beyond the funding period. The Charity also funds partners to deliver mental health services in line with our Charitable Objects. In addition, Trustees anticipate that as the mental health needs of our beneficiaries become better understood, further funds will be required to meet those needs. The level of the reserve has been determined by the commitments made in respect of Hidden Wounds, funding of partners and future specific project needs.

Capital FundThe Charity has a number of facilities that will require future expenditure. This reserve represents the level of funds needed to meet future major repair and maintenance projects plus one year’s forward capital spend. The level was determined by reference to a professional advisor.

Recovery ProjectsThis represents money that has been earmarked for special major projects whose expenditure cannot be met from a single year’s income alone and is not covered by any other fund.

Fixed AssetsFixed Assets (and the Recovery Centres in particular), are not easily realisable assets. For that reason the Trustees feel that it is appropriate to designate a reserve reflecting the net book value of these assets. We can’t deliver support without the places and means with which to do so.

General FundsThe General Fund represents free reserves and is held in recognition of the risks (and opportunities) that may impact the operation of the Charity itself. Our policy is to hold between six and 12 months of anticipated fixed (non-Recovery) running costs of the Charity. This sets the requirement between £4m and £10m. Trustees are satisfied that the level of free reserves (£8,506,000) is therefore adequate.

*LIBOR Grants are Government grants generated from fines levied by the Treasury on banks that had broken UK banking regulations in recent years.

Trustees’ Report 2015

For more information on how our reserves help us deliver on our promise,

turn to page 35.

Annual Report 2015

50

Investment PolicyOur investment policy reflects the grants and reserves policies. The grants policy anticipates making large but infrequent payments, the exact timing of which is not always within the Charity’s control as they may be contingent on, for example, the flow of funds into our Charity Partners. This has historically resulted in a need to maintain a high degree of liquidity, in addition to stability, security and achieving a reasonable return. Accordingly our investment policy necessitates that a sizeable proportion of funds are kept on short/medium-term deposit. Both the Investment and the Audit, Finance & Legal committees regularly review anticipated cashflow and the allocation of funds between investment types.

Help for Heroes considers social, environmental and ethical issues before making investment decisions. Our ethical investment policy requires that investments held must be sensitive to the cause of the Charity that provides care and support for wounded British Military personnel. Investments should not be held in any company or Country whose intentions are contrary to those of such a charity.

Two fund managers are in place to manage our ring-fenced funds in respect of future running costs. A conservative approach has been taken with regard to risk and capital preservation by investing in real return funds with Veritas Investment Management LLP and Ruffer LLP. The performance of those funds is reviewed quarterly. Following a review of fund managers, on 13 March 2014 the Investment Committee agreed to transfer the funds managed by Newton Investment Management Ltd to the management of Veritas Investment Management LLP. This transfer was completed on 2 December 2014.

The Group maintains a panel of six banks, and aims to hold no more than two thirds of its cash and deposits with any single institution.

We monitor our external investment policy on a regular basis.

Trustees’ Report 2015

Annual Report 2015

51

Statement of Trustees’ ResponsibilitiesThe Trustees are responsible for preparing the Annual Report, the Strategic Report and the Financial Statements in accordance with applicable law and regulations. Company law requires the Trustees to prepare financial statements for each financial year in accordance with United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards and applicable law). Under company law the Trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the Group and Charity and of the incoming resources and application of resources, including the income and expenditure of the Group for that period.

In preparing these financial statements, the Trustees are required to:

• Select suitable accounting policies and then apply them consistently.

• Make judgements and estimates that are responsible and prudent.

• State whether applicable accounting standards have been followed, subject to any material departure disclosed and explained in the financial statements.

• Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the Group and Charity will continue in business.

The Trustees are responsible for keeping adequate accounting records that show and explain the Group and Charity’s transactions, disclose with reasonable accuracy at any time the financial position of the Group and Charity, and enable them to ensure that the financial statements comply with the Companies Act 2006.

They are also responsible for safeguarding the assets of the Group and Charity and hence for taking responsible steps for the prevention and detection of fraud and other irregularities.

Financial statements are published on the Group’s website in accordance with legislation in the United Kingdom governing the preparation and dissemination of financial statements, which may vary from legislation in other jurisdictions. The maintenance and integrity of the Group’s website is the Trustees’ responsibility and also extends to the ongoing integrity of the financial statements contained therein.

Provision of Information to AuditorsAll of the current Trustees (who are also the directors of the company) have taken all the steps that they ought to have taken to make themselves aware of any information needed by the Group and Charity’s auditors for the purposes of their audit and to establish that the auditors are aware of that information. The Trustees are not aware of any relevant audit information of which the auditors are unaware.

ApprovalThe Trustees’ Report, incorporating the Strategic Report, was approved by the board of Trustees on 10 March 2016 and signed on its behalf by:

Alex Scott-Barrett, Chairman

Date: 10 March 2016

Trustees’ Report 2015

Annual Report 2015

52

Independent Auditors’ Report

We have audited the financial statements of Help for Heroes for the year ending 30 September 2015 which comprise the Group and Parent Charitable Company Statement of Financial Activities, the Group and Parent Charitable Company Balance Sheets, the Group and Parent Charitable Company Cash Flow Statements and the related notes. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

This report is made solely to the Charity’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006 and the Charities and Trustee Investment (Scotland) Act 2005. Our audit work has been undertaken so that we might state to the Charity’s members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the Charity and the Charity’s members as a body, for our audit work, for this report, or for the opinions we have formed.

Respective Responsibilities of Trustees and AuditorAs explained more fully in the Statement of Trustees’ Responsibilities (see page 51), the Trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view.

We have been appointed as auditor under section 44(1)(c) of the Charities and Trustee Investment (Scotland) Act 2005 and under the Companies Act 2006 and report in accordance with regulations made under those acts.

Our responsibility is to audit and express an opinion on the financial statements in accordance with applicable law and International Standards on Auditing (UK and Ireland). Those standards require us to comply with the Financial Reporting Council’s Ethical Standards for Auditors.

Scope of the Audit of the Financial StatementsA description of the scope of an audit of financial statements is provided on the Financial Reporting Council’s website at:

www.frc.org.uk/auditscopeukprivate

Opinion on Financial StatementsIn our opinion the financial statements:

• Give a true and fair view of the state of the Group’s and the parent charitable company’s affairs as at 30 September 2015, and of the Group’s and the Parent Charitable Company’s incoming resources and application of resources, including the Group’s and the Parent’s income and expenditure, for the year then ended.

• Have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and

• Have been prepared in accordance with the requirements of the Companies Act 2006; the Charities and Trustee Investment (Scotland) Act 2005 and Regulations 6 and 8 of the Charities Accounts (Scotland) Regulations 2006 (as amended).

Opinion on other matters prescribed by The Companies Act 2006In our opinion the information given in the Trustees’ Annual Report, incorporating the Strategic Report, for the financial year for which the financial statements are prepared is consistent with the financial statements.

Matters on which we are required to report by exceptionWe have nothing to report in respect of the following matters where the Companies Act 2006 and the Charities Accounts (Scotland) Regulations 2006 (as amended) requires us to report to you if, in our opinion:

• The parent charitable company has not kept adequate accounting records, or returns adequate for our audit have not been received from branches not visited by us; or

• The parent charitable company financial statements are not in agreement with the accounting records and returns; or

• Certain disclosures of Trustees’ remuneration specified by law are not made; or

• We have not received all the information and explanations we require for our audit.

Independent Auditors’ ReportTo the members of Help for Heroes

Andrew Stickland, Senior Statutory Auditor for and on behalf of BDO LLP, Statutory Auditor, Gatwick, West Sussex, United Kingdom

Date 11 March 2016

BDO LLP is eligible to act as an auditor in terms of section 1,212 of the Companies Act 2006.

BDO LLP is a limited liability partnership registered in England and Wales (with registered number OC305127).

Annual Report 2015

53

Consolidated Statement of Financial Activities

Consolidated Statement of Financial Activities For the year ending 30 September 2015 (incorporating an income and expenditure account)

Notes

2015 Unrestricted

Funds £’000

2015 Designated

Funds £’000

2015 Restricted

Funds £’000

2015 Total

Funds £’000

2014 Total

Funds £’000

(Restated)

Incoming resources

Incoming resources from generated funds:

Voluntary income 2 23,345 - 6,063 29,408 26,029

Activities for generating funds 3 2,421 - 636 3,057 3,098

Trading activities 7,922 - - 7,922 6,937

Investment and interest income 576 - - 576 1,413

Total incoming resources 34,264 - 6,699 40,963 37,477

Resources expended

Cost of generating funds:

Cost of generating voluntary income 4 5,347 - - 5,347 4,453

Cost of activities for generating funds 5 1,111 - 11 1,122 1,072

Cost of trading activities 6,474 - - 6,474 5,867

Investment management costs 329 - - 329 265

Total costs of generating funds 13,261 - 11 13,272 11,657

Net incoming resources available for charitable application

21,003 - 6,688 27,691 25,820

Cost of charitable activities

Grants 10 427 2,808 27 3,262 5,548

Recovery delivery costs 10 3,023 12,853 4,773 20,649 15,489

Championing the Wounded 10 898 - - 898 682

Total cost of charitable activities 4,348 15,661 4,800 24,809 21,719

Governance costs 9 49 - - 49 52

Total resources expended 17,658 15,661 4,811 38,130 33,428

Net incoming/(outgoing) resources before transfers

16,606 (15,661) 1,888 2,833 4,049

Transfer between funds 17 (12,733) 13,794 (1,061) - -

Net incoming/(outgoing) resources before other gains and losses

3,873 (1,867) 827 2,833 4,049

Realised and unrealised gains/(losses) on investments

12 - 122 - 122 366

Net movement in funds 3,873 (1,745) 827 2,955 4,415

Total funds brought forward 4,807 104,416 2,094 111,317 106,902

Total funds carried forward 8,680 102,671 2,921 114,272 111,317

Group results include the subsidiaries BmyHero Limited and Help for Heroes Recovery which will be discontinuing operations in 2015/16. All other operations are continuing. All gains and losses recognised in the year are included in the Consolidated Statement of Financial Activities. There are no material differences between net income for the year and the historical equivalents. The results for 2014 have been restated to separately identify investment management costs.

Financial Statements 2015

Annual Report 2015

54

Charity Statement of Financial Activities

Charity Statement of Financial Activities For the year ending 30 September 2015 (incorporating an income and expenditure account)

2015 Unrestricted

Funds £’000

2015 Designated

Funds £’000

2015 Restricted

Funds £’000

2015 Total

Funds £’000

2014 Total

Funds £’000

(Restated)

Incoming resources

Incoming resources from generated funds:

Voluntary income 23,965 - 6,063 30,028 27,089

Activities for generating funds 2,421 - 636 3,057 3,098

Investment and interest income 574 - - 574 1,408

Total incoming resources 26,960 - 6,699 33,659 31,595

Resources expended

Cost of generating funds:

Cost of generating voluntary income 5,467 - - 5,467 4,674

Cost of activities for generating funds 1,111 - 11 1,122 1,072

Investment management costs 329 - - 329 265

Total costs of generating funds 6,907 - 11 6,918 6,011

Net incoming resources available for charitable application

20,053 - 6,688 26,741 25,584

Cost of charitable activities

Grants 427 8,611 4,800 13,838 13,790

Recovery delivery costs 3,024 6,243 - 9,267 6,856

Championing the Wounded 899 - - 899 682

Total cost of charitable activities 4,350 14,854 4,800 24,004 21,328

Governance costs 31 - - 31 52

Total resources expended 11,288 14,854 4,811 30,953 27,391

Net incoming/(outgoing) resources before transfers

15,672 (14,854) 1,888 2,706 4,204

Transfer between funds (11,880) 12,941 (1,061) - -

Net incoming/(outgoing) resources before other gains and losses

3,792 (1,913) 827 2,706 4,204

Realised and unrealised gains/(losses) on investments

- 122 - 122 366

Net movement in funds 3,792 (1,791) 827 2,828 4,570

Total funds brought forward 4,992 105,288 2,094 112,374 107,804

Total funds carried forward 8,784 103,497 2,921 115,202 112,374

All amounts relate to continuing operations. All gains and losses recognised in the year are included in the Charity Statement of Financial Activites. There are no material differences between net income for the year and the historical equivalents.

The results for 2014 have been restated to separately identify investment management costs.

Financial Statements 2015

Annual Report 2015

55

Consolidated and Charity Balance Sheets

Consolidated and Charity Balance Sheets Company Number 6363256 As at 30 September 2015.

Notes

2015 Group £’000

2015 Charity

£’000

2014 Group £’000

2014 Charity

£’000

Fixed assets

Fixed assets 11 52,191 53,017 56,999 57,978

Investments 12 34,399 34,399 34,273 34,273

86,590 87,416 91,272 92,251

Current assets

Stock 1,029 - 1,230 -

Debtors and prepayments 14 6,575 7,368 5,260 6,551

Cash and short-term deposits 15 26,191 24,555 21,321 19,447

Current liabilities

Creditors: amounts falling due within one year 16 (6,113) (4,137) (6,925) (5,034)

Net current assets 27,682 27,786 20,886 20,964

Total assets less current liabilities 114,272 115,202 112,158 113,215

Creditors: amounts falling due after more than one year 16 - - (841) (841)

Net assets 114,272 115,202 111,317 112,374

Funds

Restricted funds 17 2,921 2,921 2,094 2,094

Unrestricted funds

– Designated funds 17 102,671 103,497 104,416 105,288

– General fund 17 8,680 8,784 4,807 4,992

Total funds 114,272 115,202 111,317 112,374

The financial statements on pages 53 to 73 were approved by Trustees on 10 March 2016 and signed on their behalf by

Alex Scott-Barrett, Chairman

Date: 10 March 2016

Financial Statements 2015

This isn’t money sitting idle, it is here to ensure we

deliver on our promises. Please go to page 35 to see

how this money is being put to good use.

Annual Report 2015

56

Consolidated and Charity Cashflow Statements

Notes

2015 Group £’000

2015 Charity

£’000

2014 Group £’000

(Restated)

2014 Charity

£’000 (Restated)

Net cash flow from operating activities:

Net incoming resources before other recognised gains/losses

2,833 2,706 4,049 4,204

Adjustments for non-cash items

Interest earned (576) (574) (1,413) (1,408)

Depreciation 6,119 6,122 4,283 4,229

Other non-cash items 264 267 133 133

(Increase)/decrease in stock 201 - (561) -

(Increase) in debtors (1,315) (817) (1,967) (1,837)

Increase/(decrease) in creditors (1,653) (1,739) 226 103

Net cash inflow from operating activities 5,873 5,965 4,750 5,424

Investment income 576 574 1,413 1,408

Capital expenditure

Purchase of fixed assets – net of sales proceeds 11 (1,310) (1,162) (2,754) (2,645)

Financial investments

Purchase of fixed asset investments 12 (16,865) (16,865) (10,665) (10,665)

Proceeds from sale of fixed asset investments 12 16,596 16,596 4,866 4,866

Net cash outflow from investing activities (1,579) (1,431) (8,553) (8,444)

Management of liquid resources

Decrease in short-term deposits and net cash (outflow)/inflow from liquid resources

18 (14,593) (14,593) (4,648) (4,648)

(Decrease) in cash (9,723) (9,485) (7,038) (6,260)

Consolidated and Charity Cashflow Statements

Financial Statements 2015

Annual Report 2015

57

Notes to the Financial Statements

1. Accounting Policies

Accounting conventionThe Group accounts have been prepared on a going concern basis and under the historical cost convention as modified by the revaluation of investments. They comply with the Statement of Recommended Practice Accounting and Reporting by Charities as revised in 2005 (the SORP), together with the reporting requirements of the Companies Act 2006, the Charities and Trustee Investment (Scotland) Act 2005 and applicable accounting standards in the United Kingdom. The Charity has adapted the Companies Act formats to reflect the SORP and the special nature of the Charity’s activities.

During 2015/16, it is intended to cease operations in two of the Group’s subsidiaries. BmyHero Limited is expected to cease trading in December 2015 and the operations of Help for Heroes Recovery are expected to be reabsorbed into the parent company Help for Heroes in April 2016. The underlying accounts for both of these subsidiaries have therefore been prepared on a break-up, rather than going concern, basis. However, in both of these cases, the valuations of the assets and liabilities of these subsidiaries have not been affected by this change of policy.

Basis of consolidationThe accounts are consolidated on a line-by-line basis and incorporate the results of Help for Heroes (‘the Charity’); its subsidiary undertakings Help for Heroes Trading Limited (H4H Trading), Help for Heroes Development Company Limited (DevCo) and Help for Heroes Recovery (a Registered Charity). H4H Trading has one subsidiary undertaking being BmyHero Limited (BmyHero), also consolidated. The consolidated entity is referred to as ‘the Group’.

Fund accountingDesignated funds represent funds that have been earmarked by the Trustees for specific purposes and are therefore held separately from general unrestricted funds. Details of designated funds are provided in the funds note 17.

Restricted funds represent donations which are allocated by the donor for a specific purpose.

Incoming resourcesIncoming resources are accrued and included in the SOFA when the Group is entitled to the income and it can be quantified with reasonable certainty.

Incoming resources comprise:

Grants Receivable Recognised on notification when there is certainty, entitlement and the amount can be measured.

Major Donations Donations are considered major if they have a value of £50,000 or more. Donations from events organised in support of the Charity are recognised at the date the event occurs.

Voluntary Income Other Donations: Accounted for as received.

Gifts in Kind and Donated Services and Facilities:

Recognised on notification.

Gift Aid: Amounts receivable.

Legacies: Pecuniary legacies and residual legacies are accounted for as received or if, before receipt, there is sufficient evidence as to the entitlement, measurement and certainty of the receipt. Entitlement is recognised when probate is granted. Legacies with a life interest are only recognised when legal title passes to the Charity.

Generating Funds Challenges Organised: Income is recognised when received.

Merchandise: Accounted for when transaction occurs.

Notes to the Financial Statements

Annual Report 2015

58

Gifts in kind and donated services and facilitiesIncoming resources in the form of gifts in kind are included in the SOFA when they are seen as having a value in excess of £1,000. Assets given for use by the Group are recognised as incoming resources and within the relevant fixed asset category of the balance sheet when received.

Donated services and facilities recognised in the financial statements include those usually provided by an individual or entity as part of their trade or profession for a fee. In contrast, the contribution of volunteers is excluded from the SOFA as the value of their contribution to the Charity cannot be reasonably quantified in financial terms. Commercial discounts are not recognised as incoming resource except where they clearly represent a donation.

Where donated services or facilities are recognised, an equivalent amount is included as expenditure under the appropriate heading in the SOFA.

Resources expended• All expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all costs related to

the category.

• Cost of Generating Voluntary Income includes all the costs attributable to raising voluntary income.

• Cost of Activities for Generating Funds includes all the costs attributable to that event, specifically the fees paid to event organisers and staff costs.

• Support Costs are allocated on the basis of staff time.

• Cost of Trading Activities includes the costs attributable to the trading subsidiaries.

• Grants Made are commitments made to third parties in the furtherance of the charitable objectives of the Charity. Single or multi-year grants are accounted for when approved by the Charity and communicated to the recipient, less any awards cancelled or refunded.

• Recovery Delivery Costs are the costs incurred in delivering services directly to beneficiaries. This includes the running costs of the Recovery Centres and related activities.

• Championing the Wounded costs are those costs incurred in raising awareness and representing the needs of the wounded, injured and sick.

• Governance Costs include costs associated with the governance arrangements of the Charity including external audit and costs of complying with constitutional and statutory requirements, such as professional fees and Trustees liability insurance.

StockStock is measured at the lower of cost or net realisable value.

Fixed assetsTangible fixed assets are held at cost. Items in excess of £5k are capitalised and written off evenly over their useful economic life. The following rates are being applied:

Leasehold property improvements:

Structural

Depreciated until the expiry of the lease, or the first breakpoint not at the sole discretion of the Group, or the expiry of 20 years, whichever is soonest

Services 15 years

Finishes 10 years

Office equipment (including IT) 5 years

Plant and machinery 5 years

Vehicles 4 years

Notes to the Financial Statements

Annual Report 2015

59

Notes to the Financial Statements

InvestmentsFixed asset investments are included at market value at the balance sheet date.

Realised gains and losses on investments are calculated as the difference between sales proceeds and their market value at the start of the year or their subsequent cost, and are charged or credited to the statement of financial activities in the year of disposal.

Unrealised gains and losses represent the movement in market values during the year and are credited or charged to the statement of financial activities based on the market value at the year end.

LeasesRentals payable under operating leases are charged to the SOFA over the period of the lease.

Pension costsThe Group contributes to a money purchase pension plan on behalf of employees in compliance with auto-enrolment legislation. Costs are expensed in the period in which they are incurred.

TaxationHelp for Heroes is a charity within the meaning of Para 1 Schedule 6 Finance Act 2010. Accordingly it is potentially exempt from taxation in respect of income or capital gains within categories covered by Chapter 3 of Part 11 of the Corporation Tax Act 2010 or Section 256 of the Taxation of Chargeable Gains Act 1992, to the extent that such income or gains are applied exclusively to charitable purposes.

The subsidiary companies make qualifying donations of taxable profit to Help for Heroes. No corporation tax liability is expected to arise in the current financial year.

Irrecoverable VAT is not separately analysed and is charged to the statement of financial activities when the expenditure to which it relates is incurred and is allocated as part of the expenditure to which it relates.

Tax recovered from eligible income received under gift aid is recognised when the related income is receivable and is allocated to voluntary income.

Foreign Exchange Transactions Foreign currency transactions are translated at the rate of exchange ruling at the date of the transaction. Foreign currency balances are translated into sterling at the rate of exchange ruling at the balance sheet date. All exchange differences are taken to the Statement of Financial Activities.

Annual Report 2015

60

2. Voluntary Income

2015 Unrestricted

Funds £’000

2015 Restricted

Funds £’000

2015 Total

Funds £’000

2014 Total

Funds £’000

Major donations and Grants 2,636 5,595 8,231 3,881

Other donations 10,690 368 11,058 12,712

Legacies 7,478 100 7,578 8,119

Gifts in kind and donated facilities and services 1,556 - 1,556 473

Gift aid receivable 985 - 985 844

23,345 6,063 29,408 26,029

3. Activities For Generating Funds

2015 £’000

2014 £’000

Major bike rides 1,181 1,073

Open challenges 77 48

Overseas treks 373 504

Other challenges 1,426 1,473

3,057 3,098

See note 5 for the related costs of activities.

4. Cost Of Generating Voluntary Income

2015 £’000

2014 £’000

Intermediary charges 22 48

Consultancy fees 98 268

Other direct costs 3,551 3,115

Allocated support costs 1,676 1,022

5,347 4,453

5. Cost Of Activities For Generating Funds

2015 £’000

2014 £’000

Major bike rides 462 334

Open challenges 64 40

Overseas treks 115 252

Other challenges 138 114

Other direct costs 343 332

1,122 1,072

Notes to the Financial Statements

Annual Report 2015

61

Notes to the Financial Statements

6. Allocated Support CostsSupport costs have been allocated to SOFA categories as shown below:

Cost of generating

voluntary income

£’000

Grants £’000

Recovery Delivery

costs £’000

Championing the Wounded

£’000

2015 Total

£’000

2014 Total

£’000

Administration, legal and management 514 162 969 17 1,662 1,258

Finance 529 73 319 8 929 865

Information technology 524 153 1,383 63 2,123 1,519

Human resources 108 39 352 - 499 544

Total 1,675 427 3,023 88 5,213 4,186

The basis of the allocation is staff time.

7. Net Income for the Year

2015 Group £’000

2014 Group £’000

This is stated after charging:

Depreciation for the year 6,119 4,283

Rentals payable under operating leases

- Land and Buildings 539 195

- Equipment 12 11

- Vehicles 84 -

Auditors renumeration

- Audit services 38 30

- Non-audit services 16 34

Annual Report 2015

62

8. Employee Costs2015

Group £’000

2015 Charity

£’000

2014 Group £’000

2014 Charity

£’000

Wages and salaries 10,847 4,850 8,395 3,799

Social security 1,039 491 802 371

Pension 205 93 64 33

12,091 5,434 9,261 4,203

Average number of employees (headcount)

Charity 164 164 122 122

Trading 78 - 55 -

Recovery Delivery 153 - 127 15

395 164 304 137

The number of employees during the year, whose gross pay and benefits fell within the following bands were:

Banding

2015 Number

2014 Number

£60,001 - £70,000 5 3

£70,001 - £80,000 4 4

£80,001 - £90,000 5 4

£90,001 - £100,000 2 1

£100,001 - £110,000 1 -

Taxable remuneration for the year includes benefits in kind.

Following a change in the law regarding compulsory pension contributions, the Charity has paid £27,000 (2014: £8,000) in contributions in respect of the employees referred to in the table above.

9. Governance Costs

2015 £’000

2014 £’000

Audit 38 30

Accounts printing and distribution 4 6

Trustees’ advice 4 12

Trustees' Liability Insurance 3 4

49 52

Expenses of £1,577 (2014: £440) for travel expenses re attendance at Trustee meetings were reimbursed to 5 (2014:1) Trustees of the Group.

Notes to the Financial Statements

Help for Heroes is among the lowest-paying of the top 10

charities in the Charity Brand Index. We employ highly skilled Recovery staff to

deliver the best physical, mental and welfare support to those who need it most. For more

information on how we benchmark against other charities,

go to page 45.

Annual Report 2015

63

Notes to the Financial Statements

10. Cost of Charitable ActivitiesHelp for Heroes undertake three distinct types of charitable activities: services delivered directly by Help for Heroes or Help for Heroes Recovery (‘Recovery Delivery’), grants made to other individuals or organisations (‘Grants Made’) and raising awareness and representing the needs of the wounded, injured and sick (‘Championing the Wounded’).

2015

£’000

2014

£’000

Grants Made (including allocated support costs)

Prince's Trust 122 -

SVGCA - 685

Skill Force - 215

Winston's Wish 89 129

Sports Recovery 329 232

Not Forgotten Association 100 150

Horseback UK 150 150

Gurkha Welfare Trust 100 -

Stoll - 450

King's College London 100 -

Clock Tower - 116

Headley Court - 687

Haig Housing Trust 218 250

World Wide Volunteering 100 -

Big White Wall 100 100

Individual Support 961 717

RFEA - 275

Mission Motorsport 120 459

Other 200 511

Direct costs 146 146

Allocated Support costs 427 276

Total grants 3,262 5,548

Recovery Delivery Costs (including allocated support costs)

Plymouth 1,404 1,015

Catterick 2,204 2,087

Colchester 523 465

Tedworth House 2,680 2,377

Band of Brothers/Sisters 690 444

Sports Recovery/Battle Back 1,147 658

Recovery Career Service 185 195

National Delivery Team 2,218 1,065

Hidden Wounds 599 327

Allocated Support costs 3,023 2,888

Depreciation 5,976 3,968

Total Recovery Delivery Costs 20,649 15,489

Championing the Wounded 898 682

Total costs of charitable activities 24,809 21,719

Annual Report 2015

64

11. Fixed Assets

GROUP

Leasehold Property

Improvements £’000

Office

Equipment £’000

Plant and

Machinery £’000

Vehicles £’000

2015 Total

£’000

Cost or valuation

At 1 October 2014 62,746 1,762 186 216 64,910

Additions during the year 1,312 57 - - 1,369

Disposals during the year (136) (330) (25) (41) (532)

Transfers (4,516) 4,516 - - -

At 30 September 2015 59,406 6,005 161 175 65,747

Depreciation

At 1 October 2014 (6,625) (1,148) (79) (59) (7,911)

Charge for the year (4,612) (1,408) (53) (46) (6,119)

Disposals during the year 136 290 25 23 474

Transfers 431 (431) - - -

At 30 September 2015 (10,670) (2,697) (107) (82) (13,556)

Net book value at 30 September 2015 48,736 3,308 54 93 52,191

Net book value at 1 October 2014 56,121 614 107 157 56,999

CHARITY

Leasehold

Property Improvements

£’000

Office Equipment

£’000

Plant and Machinery

£’000

Vehicles £’000

2015 Total

£’000

Cost or valuation

At 1 October 2014 63,765 1,464 161 160 65,550

Additions during the year 1,197 - - - 1,197

Disposals during the year (125) (105) - - (230)

Transfers (4,714) 4,714 - - -

At 30 September 2015 60,123 6,073 161 160 66,517

Depreciation

At 1 October 2014 (6,564) (916) (54) (38) (7,572)

Charge for the year (4,578) (1,449) (53) (42) (6,122)

Disposals during the year 125 69 - - 194

Transfers 450 (450) - - -

At 30 September 2015 (10,567) (2,746) (107) (80) (13,500)

Net book value at 30 September 2015 49,556 3,327 54 80 53,017

Net book value at 1 October 2014 57,201 548 107 122 57,978

During the year, the Charity has undertaken an extensive review of its asset lives, especially within the Recovery Centres. This review has been carried out with the assistance of the Group’s professional advisors and reflects the actual experience of use of the assets within the Charity. Several assets within the Recovery Centres have had their expected economic lives shortened. Some vehicles and IT equipment have had their expected lives extended. The overall effect of this review has been an additional charge against income this year of £1.8m.

Notes to the Financial Statements

Annual Report 2015

65

Notes to the Financial Statements

12. Investments

Listed

Investments £’000

Other £’000

Cash & Settlement

Pending £’000

Consolidated

Total £’000

Market value at 1 October 2014 31,130 1,038 2,105 34,273

Add: additions to investments at cost 15,212 33 1,620 16,865

Less: sales proceeds (16,316) - (280) (16,596)

Add: net gain on revaluation 122 - - 122

Investment charges deducted from gain (265) - - (265)

Market value at 30 September 2015 29,883 1,071 3,445 34,399

Historic cost as at 30 September 2015 30,053 1,841 2,476 34,370

Historic cost as at 30 September 2014 29,928 1,699 2,105 33,732

2015 Group £’000

2014 Group £’000

Investments

UK 18,670 25,189

Non UK 15,729 9,084

34,399 34,273

Investments representing more than 5% of the portfolio of the group by market value:Ruffer SICAV fixed income represented £2,650,000 (7.7% of total investment value) at 30 September 2015.

No other individual investments were above 5% of the total portfolio by market value at 30 September 2015 or 2014.

Annual Report 2015

66

13. Investments in Subsidiaries Name

Control

Charity interest

Other group companies

interest

Activities

Help for Heroes Trading Ltd Share Capital 100% - Retail and Corporate Licensing

Help for Heroes Recovery Deemed 100% - Recovery Delivery

Help for Heroes Development Company Ltd (‘DevCo’)

Share Capital 100% - Design and build

BmyHero Ltd Share Capital - 100% Online donations

The results of consolidated trading entities are stated prior to any consolidation adjustments.

Income and Expenditure of The Consolidated Subsidiary Entities

2015 H4H Trading

£’000

2015 BmyHero

£’000

2015

Help for Heroes

Recovery £’000

2015 DevCo £’000

2015 Total

£’000

2014 Total

£’000

Turnover 7,706 132 11,550 1,097 20,485 17,491

Direct costs (2,581) (30) - (1,066) (3,677) (4,180)

Employee costs (1,384) - (4,820) - (6,204) (4,983)

Overheads (2,467) (6) (6,836) (10) (9,319) (7,164)

Net income/(loss) before donation to the Charity

1,274 96 (106) 21 1,285 1,164

Donated to the Charity (1,274) (96) - (21) (1,391) (1,254)

Balance Sheets of The Consolidated Subsidiary Entities

2015 H4H Trading

£’000

2015 BmyHero

£’000

2015 Help for Heroes

Recovery £’000

2015 DevCo £’000

2015 Total

£’000

2014 Total

£’000

Fixed assets 138 - - - 138 215

Stock 1,018 - 10 - 1,028 1,231

Debtors 794 2 585 13 1,394 1,661

Cash 616 136 679 205 1,636 1,874

Total assets 2,566 138 1,274 218 4,196 4,981

Liabilities (1,259) (42) (1,274) (197) (2,772) (3,589)

Donation due to the Charity (1,274) (96) - (21) (1,391) (1,254)

Net assets/(liabilities) 33 - - - 33 138

Profit and loss account 33 - - - 33 138

Notes to the Financial Statements

Annual Report 2015

67

Notes to the Financial Statements

14. Debtors and Prepayments

2015 Group £’000

2015 Charity

£’000

2014 Group £’000

2014 Charity

£’000

Trade debtors 248 36 387 33

Other debtors 524 167 335 176

Taxation recoverable - - 64 -

Gift Aid receivable 115 115 395 395

Amounts owed from Group undertakings - 1,680 - 2,215

Prepayments and accrued income 5,688 5,370 4,079 3,732

6,575 7,368 5,260 6,551

15. Cash, Cash Equivalents And Short-Term Fixed Deposits

2015 Group £’000

2015 Charity

£’000

2014 Group £’000

2014 Charity

£’000

Short-term fixed deposits 19,241 19,241 4,648 4,648

Same day deposit account - - 169 169

Cash 6,950 5,314 16,504 14,630

26,191 24,555 21,321 19,447 Cash represents cash at bank and instant access savings accounts.

Annual Report 2015

68

16. Creditors

Amounts Falling Due Within One Year

2015 Group £’000

2015

Charity £’000

2014

Group £’000

2014

Charity £’000

Grant payable re Individual Support 5 5 269 269

Other Grants 1,905 1,905 1,657 1,657

Trade Creditors 1,239 531 835 442

Other Creditors 870 774 1,120 815

Other Taxes and Social Security 447 165 417 124

Amounts owed to Group Undertakings - 466 - 1,238

Accruals and deferred income 1,647 291 2,627 489

Total 6,113 4,137 6,925 5,034

Amounts Falling Due After More Than One Year

2015

Group £’000

2015

Charity £’000

2014

Group £’000

2014

Charity £’000

Grants payable re individual support - - 46 46

Other grants - - 795 795

- - 841 841

Notes to the Financial Statements

Annual Report 2015

69

Notes to the Financial Statements

17. Funds

(a) Analysis of Movement in Funds

GROUP

At 1 October

2014 £’000

Incoming

Resources £’000

Operating

Expenditure £’000

Capital

Expenditure £’000

Transfers £’000

At 30 September

2015 £’000

Restricted

Catterick RC 167 88 (2) - - 253

Colchester RC 14 22 (1) - - 35

Tedworth House RC 363 140 (40) - - 463

Plymouth RC 17 468 (408) - - 77

Tough Mudder 1,046 636 (390) - (1,061) 231

Hidden Wounds 461 1,923 (1,063) - - 1,321

LIBOR - 3,000 (2,573) - - 427

Other 26 422 (334) - - 114

Total Restricted 2,094 6,699 (4,811) - (1,061) 2,921

Designated

RC Running Costs 33,628 122 (6,878) - (26,872) -

Grants 4,000 - (2,808) - (1,192) -

Hidden Wounds 2,539 - - - (2,539) -

Recovery Centres - - - - 15,700 15,700

Recovery Services - - - - 13,000 13,000

Mental Health - - - - 4,680 4,680

Building Maintenance Fund 1,000 - - - (1,000) -

RC Capital Costs 900 - - (900) - -

Capital Fund - - - - 6,000 6,000

Recovery Projects 5,350 - - - 5,750 11,100

Sub total 47,417 122 (9,686) (900) 13,527 50,480

Fixed Assets 56,999 - (5,975) 1,310 (143) 52,191

Total Designated 104,416 122 (15,661) 410 13,384 102,671

General 4,807 34,264 (17,658) (410) (12,323) 8,680

Total Funds 111,317 41,085 (38,130) - - 114,272

Funds received by fundraisers doing Tough Mudder events is restricted to Sports Recovery activities. The Transfer represents an allocation of prior period Recovery Costs.

We received £3m in respect of LIBOR funding. This is restricted to Recovery services including, amongst other things, psychological wellbeing and resident support.

For more information on how our reserves help us

deliver on our promise, turn to pages 35 and 49.

Annual Report 2015

70

17. Funds

(A) Analysis of Movement in Funds (continued)

CHARITY

At 1 October

2014 £’000

Incoming

Resources £’000

Operating

Expenditure £’000

Capital

Expenditure £’000

Transfers £’000

At 30 September

2015 £’000

Restricted

Catterick RC 167 88 (2) - - 253

Colchester RC 14 22 (1) - - 35

Tedworth House RC 363 140 (40) - - 463

Plymouth RC 17 468 (408) - - 77

Tough Mudder 1,046 636 (390) - (1,061) 231

Hidden Wounds 461 1,923 (1,063) - - 1,321

LIBOR - 3,000 (2,573) - - 427

Other 26 422 (334) - - 114

Total Restricted 2,094 6,699 (4,811) - (1,061) 2,921

Designated

RC running costs 33,521 122 (5,803) - (27,840) -

Grants 4,000 - (2,808) - (1,192) -

Hidden Wounds 2,539 - - - (2,539) -

Recovery Centres - - - - 15,700 15,700

Recovery services - - - - 13,000 13,000

Mental health - - - - 4,680 4,680

Building maintenance fund 1,000 - - - (1,000) -

RC capital costs 900 - - (900) - -

Capital fund - - - - 6,000 6,000

Recovery projects 5,350 - - - 5,750 11,100

Sub total 47,310 122 (8,611) (900) 12,559 50,480

Fixed Assets 57,978 - (6,243) 1,162 120 53,017

Total Designated 105,288 122 (14,854) 262 12,679 103,497

General 4,992 26,960 (11,288) (262) (11,618) 8,784

Total Funds 112,374 33,781 (30,953) - - 115,202

Restricted funds comprise those funds received that are restricted in nature. Generally, restrictions relate to a specific RC and amounts are shown for each RC. There are a number of other smaller funds that are restricted and these are included under Other.

Notes to the Financial Statements

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71

Notes to the Financial Statements

(b) Analysis of Net Assets Between Funds

Group

Unrestricted

£’000

Designated

£’000

Restricted

£’000

2015 Total

£’000

Fixed assets

Asset reserves - 52,191 - 52,191

Investments - 34,399 - 34,399

- 86,590 - 86,590

Net current assets 8,680 16,081 2,921 27,682

Total net assets 8,680 102,671 2,921 114,272

Charity

Unrestricted

£’000

Designated

£’000

Restricted

£’000

2015 Total

£’000

Fixed assets

Asset reserves - 53,017 - 53,017

Investments - 34,399 - 34,399

- 87,416 - 87,416

Net current assets 8,784 16,081 2,921 27,786

Total net assets 8,784 103,497 2,921 115,202

18. Reconciliation of Net Cash Flow to Movement in Net Cash Funds

2015 Group £’000

2015 Charity

£’000

2014 Group £’000

2014 Charity

£’000

Cash and short-term deposits at 1 October 2014 21,321 19,447 23,711 21,059

Increase in short-term deposits 14,593 14,593 4,648 4,648

(Decrease) in cash (9,723) (9,485) (7,038) (6,260)

Cash and short-term deposits at 30 September 2015 26,191 24,555 21,321 19,447

19. Analysis of Net Funds

At 1 October

2014 £’000

Cash flow £’000

At 30 September

2015 £’000

Cash 16,673 (9,723) 6,950

Cash on short-term deposit 4,648 14,593 19,241

Cash and short-term deposits 21,321 4,870 26,191

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72

20. Operating LeasesAt 30 September 2015 the Group was committed to payments during the next year in respect of operating leases which expire:

2015 Group £’000

2015 Charity

£’000

2014 Group £’000

2014 Charity

£’000

Land and buildings

Within one year 433 73 80 -

Between one and five years 16 16 299 61

After five years 17 17 14 14

466 106 393 75

2015 Group £’000

2015 Charity

£’000

2014 Group £’000

2014 Charity

£’000

Equipment

Within one year 2 - 1 -

Between one and five years - - 5 2

2 - 6 2

2015 Group £’000

2015 Charity

£’000

2014 Group £’000

2014 Charity

£’000

Vehicles

Between one and five years 94 46 - -

94 46 - -

21. CommitmentsAs at year end, the Group had contracted but not provided for future capital expenditure on specific projects of £4k (2014: £0.7m).

This relates to the completion of existing Recovery Centre capital works.

Notes to the Financial Statements

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73

22. Related Party TransactionsThe Group has taken advantage of the exemption available under FRS8 ‘Related Party Transactions’ that permits non-disclosure of transactions with wholly owned group undertakings that are eliminated on consolidation.

No Trustees have been remunerated for their role as a Trustee.

As a charity, Help for Heroes cannot recover VAT and the costs of related party transactions therefore include irrecoverable VAT where appropriate. The sales value to the related party may therefore be less.

Help for Heroes has made lease payments to entities controlled by, or managed for the benefit of, Bryn Parry in respect of 14 Parkers Close, Downton. The annual rent for this property is £17,500 plus irrecoverable VAT (2014: £17,500) and at 30 September 2015, the Group owed nil (2014: £nil) in respect of this property. The industrial unit at 14 Parkers Close is rented at an arm’s-length market rent, externally benchmarked by independent surveyors.

Bryn Parry carries out regular graphic design work for the Charity and gives all intellectual property rights to any graphic design performed in line with his role to the Charity free of charge. The graphic design work given to the Charity by Bryn Parry includes the Help for Heroes logo, ‘Support For Our Wounded’ strapline, stretcher bearers logo, Band of Brothers logo, medal logo (and derivatives), the Phoenix logo, design work relating to the Battle Back and Frontline to Startline initiatives plus product design work in relation to the Trading Company. The bear designs (and derivatives) are owned by Bryn Parry and the use of these assets is provided to the Charity and approved partners through a licence at nil cost with all royalties waived. The value of royalties waived on the bear designs based on a notional 10% of sales would be £59,300 (2014: £60,100).

During the year the Group was charged £233,000 (2014: £293,000) by Wilsons Solicitors LLP, including amounts charged to the Charity of £154,000 (2014: £237,000). £10,000 (2014: £4,000) was outstanding by the Group at the year end, including £8,000 by the Charity (2014: £4,000). Stephen Oxley, Chairman of Trustees during the year, is also a senior partner of Wilsons Solicitors LLP which provides substantial pro bono legal services to the Charity on a regular basis as well as numerous staff fundraising and volunteering days.

Robert Watsham is a Trustee of Help for Heroes Recovery and a partner at Eric Salmon and Partners. During the year Help for Heroes paid £9,000 (2014: £32,753) to Eric Salmon in respect of recruitment advice.

Tony Schofield is a Trustee of Help for Heroes Recovery and a partner in the consulting division of Deloitte LLP. During the year Help for Heroes paid £nil (2014: £19,505) to Deloitte LLP in respect of consulting work.

Help for Heroes made a grant of £9,550 to Major Peter Norton GC (2013: £400), a wounded Veteran and accordingly one of our beneficiaries for the purposes of part-funding wheelchair improvements. Peter Norton is a Help for Heroes Recovery Trustee.

23. GuaranteesThe Charity is party to a Group registration for VAT purposes. As the representative member, the Charity is jointly and severally liable for any VAT liabilities of the subsidiary companies that are part of the same VAT registration.

Notes to the Financial Statements

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74

Legal and Administrative Details

Help for Heroes

Charity StatusHelp for Heroes (H4H) is registered in England and Wales as a Charity, number 1120920 and as a company limited by guarantee, number 6363256. Help for Heroes is also registered as a charity in Scotland, number SC044984. The Charity has no maximum permitted membership and membership is open to any individual interested in promoting the objects of the Charity. There are currently eight members, all of whom are Trustees. Each member guarantees to contribute up to one pound sterling (£1) to the Charity’s debts, liabilities and costs in the event of the Charity being wound up and for one year after ceasing to be a Member. H4H is governed by its Memorandum and Articles of Association.

The Annual Report is filed with the Charities Commission, Companies House and the Office of the Scottish Charity Regulator.

Honorary PresidentGeneral The Lord Dannatt GCB CBE MC DL

TrusteesThe Trustees who are also directors under company law, who served during the year ending 30 September 2015 and up to the date of this report were as follows:

Stephen Oxley Chairman (Resigned as Chairman and Trustee on 11 December 2015)

Alex Scott-Barrett ACA Vice Chairman and Treasurer (Appointed as Chairman on 11 December 2015)

His Honour Judge Jeff Blackett

Richard Constant MBE

Lieutenant General Sir Robert Fry KCB CBE

Steve Harman

Professor Veronica Hope Hailey, BA, MSc, Ph.D., MCIPD (Appointed 15 December 2014)

Air Vice-Marshal Aroop Mozumder (Appointed 15 December 2014)

Thomas Wright (Appointed 15 December 2014)

Biographies of our Trustees can be found in the Trustees section of our website.

The Trustee Sub Committees and the Trustees that have served on them during the year are as follows:

Sub-Committees Audit, Finance and Legal

Steve Harman

Stephen Oxley

Alex Scott-Barrett

Grants

Veronica Hope Hailey

Stephen Oxley

Alex Scott-Barrett

Legal and Administrative Details

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Legal and Administrative Details

Investment Committee

Alex Scott-Barrett

Richard Constant

Thomas Wright

Remuneration

Richard Constant

Alex Scott-Barrett

Jeff Blackett

Stephen Oxley

Risk Committee

Alex Scott-Barrett

Stephen Oxley

Robert Fry

Nominations Committee

Stephen Oxley

Jeff Blackett

Sub-committees are attended by members of the Senior Management Team as considered appropriate by the Trustees.

Trustee meetings are also attended by:Bryn Parry OBE Chief Executive Officer and Co-Founder

Emma Parry OBE Executive Vice-Chairman of H4H Trading and Co-Founder

Clive Emerson ACA Chief Financial Officer

Richard Sharp Director of Support Operations

General The Lord Dannatt GCB CBE MC DL Honorary President

Lieutenant General Sir Phillip Trousdell Chairman, Help for Heroes Recovery

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Management StructureThe day-to-day management of the Group is conducted by the Senior Management Team as shown in the diagram below:

Help for Heroes Recovery

Charity StatusHelp for Heroes Recovery (H4HR) is registered in England and Wales as a Charity, number 1143004, and as a company limited by guarantee, number 07647921. The Charity has no maximum permitted membership and membership is open to any individual interested in promoting the objects of the Charity. There are currently six members, all of whom are Trustees. Each member guarantees to contribute up to one pound sterling to the Charity’s debts, liabilities and costs in the event of the Charity being wound up and for one year after ceasing to be a member. Help for Heroes Recovery is governed by its Memorandum and Articles of Association.

TrusteesThe Trustees who are also directors under company law, who served during the year ending 30 September 2015 and up to the date of this report were as follows:

Lieutenant General Sir Philip Trousdell KBE CB Chairman

Rod Dunn MB DS DMCC FRCS (Plast)

Steve Harman

Major Peter Norton GC MSc MCGI CEng FIExpE

Tony Schofield

Robert Watsham (appointed 15 December 2014)

Biographies of our Trustees can be found in the Trustees section of our website.

Legal and Administrative Details

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77

Charity ObjectsThe objects for which the Charity is established are restricted to the assistance of persons who are currently serving or have served in the Armed Forces and their dependents and persons connected to the Armed Forces (‘Beneficiaries’) by:

The provision of facilities, equipment and Services at Tedworth House and any location in order to promote the health of Beneficiaries and assist in the Recovery of those who have been wounded or injured; and

Meeting charitable needs of Beneficiaries and assisting Help for Heroes and other charities or bodies which are engaged in meeting those needs in each case for the benefit of the public.

For the purposes of this clause, persons are connected to the Armed Forces if they have been wounded or injured whilst providing services to, or in conjunction with, and in either case under the direction of the Commander of the Armed Forces and his officers or, where relevant, of any military body with whom her Majesty’s Armed Forces are working during combined operations.

Administrative Details of Help for Heroes

Registered Office 14 Parker’s Close, Downton Business Centre, Salisbury, Wiltshire SP5 3RB

Company SecretaryWilsons Solicitors LLP, Alexandra House, St Johns Street, Salisbury, Wiltshire SP1 2SB

AuditorsBDO LLP, 2 City Place, Beehive Ring Road, Gatwick, West Sussex RH6 0PA

BankersBarclays Bank PLC, 1 Churchill Place, London E14 5HP

Co-operative Banking PLC, PO Box 101, 1 Balloon Street, Manchester M60 4EP

Coutts & Co, 440 Strand, London WC2R 0QS

C. Hoare & Co, 37 Fleet Street, London EC4P 4DQ

HSBC Bank PLC, Harry Weston Road, Binley, Coventry CV3 2TQ

Lloyds Bank PLC, 25 Gresham Street, London EC2V 7HN

Investment Fund ManagersRuffer LLP, 80 Victoria Street, London SW1E 5JL

Veritas Investment Management LLP, 90 Long Acre, London WC2E 9RA (from 14 November 2014)

SolicitorsWilsons Solicitors LLP, Alexandra House, St Johns Street, Salisbury, Wiltshire SP1 2SB

Governance and Risk ManagementRMS Risk Assurance Services LLP, 25 Farringdon Street, London EC4A 4AB

Legal and Administrative Details

Annual Report 2015

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78 XXX 78

Last Year We Aimed To:

• Secure an understanding that the needs of those who fought for us will increase.

• Stabilise long-term income so we can keep supporting our beneficiaries and their families.

• Strengthen our Recovery capability to deliver world-class support.

• Build support in the key areas of: Mind, Medical, Body, Spirit and Family.

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Next Year We Will:

• Increase psychological welfare initiatives in partnership with others.

• Widen our regional support.

• Increase support of medical care for Veterans.

• Assist the coordination of Recovery efforts across the sector.

Annual Report 2015

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80 XXX

For more information:

Visit www.helpforheroes.org.uk

Email prcomms@helpforheroes.org.uk

Call 01725 513212

/HelpforHeroesOfficial

@HelpforHeroes

HelpforHeroesTV

“The determination the Team Enable girls showed as they pushed themselves to the limit to make history was awe-inspiring. I met some amazing people with incredible stories and to have played some part in their achievement was an honour.”Jodie Kidd, Celebrity Ambassador and Support Rider on the Arch to Arc Enduroman Triathalon

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